Hr Crisis Management at Trade Enterprises

Abstract

The article is about revealing the content and role of HR crisis management at trade enterprises. The article provides an understanding of organizational changes, crisis phenomena, and crisis management. It is stated, that management of enterprises in a crisis state is one of the main problems of economy and legislation not only of economically developed countries, but also of countries with fragile economies, to which Ukraine still applies. A set of measures for HR crisis management at a trading company was identified. At the basis of research, it is possible to identify consistent ways to implement the steps of HR crisis management at a trading company. It is established, that as a result of a crisis, organizations may lose employees, workers, along with key talent and organizational knowledge, from low morale, fear, physical relocation or death. In this case, there are outlined the core messages to decision makers that employee’s development and rewards are the major dimensions of the content of an Human Resource Management (HRM) system and that consistency and distinctiveness are the principal features of the process of HRM system, even in cases where an organization is operating under an economic crisis environment. It is stated, that the essence of crisis management of an enterprise is to provide such conditions for the functioning of an enterprise, when financial, production, marketing, personnel and other difficulties are not permanent and are quickly resolved by means of special measures. It is investigated, that HR crisis management at trade enterprises involves not only the formal organization of the work with the staff, but also a set of factors of social and psychological, moral character - democratic style of management, caring attitude to the needs of a person, attention to his/her individual characteristics, etc. It is proved, that an important factor that can contribute to effective crisis management is a well-selected, managed personnel, who respond quickly and flexibly to any changes in the environment. The article establishes the HR management in the conditions of unstable or crisis state of an enterprise as a comprehensive, planned activity, based on a system of scientifically grounded principles, experience and intuition of managers of an enterprise. There are investigated the stages for HR crisis management in the market conditions as: analysis of the problem situation and state of an enterprise, diagnostics of human resources state, development and implementation of HR marketing measures, development of a HR crisis strategy and system of its marketing support, design of a HR crisis policy, development and organization of implementation of HR crisis decisions, development of measures to overcome and prevent conflicts, determination of HRM risk and ways of their overcoming, control over the implementation of HR-crisis decisions. There is created a list of actions of HR managers while crisis management, including establishment of a crisis management team, development of recovery plans, provision of communications.

Impact of the three waves of COVID-19 pandemic on the HR practices of Hungarian organizations–Experience from an empirical study

“…Meanwhile, not only past and present but also future possibilities have been analyzed [51]. [52] highlight a rapid and flexible response, tailored measures, carefully selected staff, appropriate situation analysis and communication as the basic conditions for effective crisis management. [53] cite reducing working hours, managing employee stress, flexible HR measures and the provision of protective equipment as key tasks, although they do not mention the possibility of reducing staffing levels in relation to cost reduction.…”

From survival to business prosperity: the financial aspect of managing an organization in a crisis

“…A number of scientific works related to the aspects of managing an organization in a crisis give us a good background for understanding that it is still important and there is no one common way to be successful for the organization all the time (LABEAT, 2015;LAI, et al, 2016;MITSAKIS, et al, 2016;CHUPRYNA, et al, 2017;SKRYNKOVSKYY, et al, 2017;FEDORKOVA, 2018;MIKUSOVA, et al, 2019;HOWELL, 2020;LOSITSKA, 2020;NICHOLS, et al, 2020;etc. ).…”

“…Negative changes destabilize the activity of the company, which is expressed in the opposition of interests of functioning and development, imperfection of management, technological obsolescence. Immediate changes reflect the company's entry into crisis (LOSITSKA, et al, 2020).…”