Human resource management and the COVID-19 crisis: implications, challenges, opportunities, and future organizational directions

Hamouche, Salima

doi:10.1017/jmo.2021.15

Cited by 188 publications

(211 citation statements)

References 60 publications

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“…In this situation, Human Resource (HR) departments are at the forefront of ensuring their organisation has an effective strategy in place to manage the immense changes and minimise damage caused by the global pandemic. While the existing research focuses on employee behaviours during times of crisis (e.g., Adkins et al, 2001;Stoker et al, 2019), it is the Covid-19 crisis in particular that amplified the position of HR (Hamouche, 2021) and its central role in responding to this unprecedented crisis in organisations globally (Collings et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Neurodiversity and remote work in times of crisis: lessons for HR

Szulc

McGregor

Çakir

2021

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PurposeThe rich qualitative study builds on 11 semi-structured interviews with nine neurodivergent employees and two business professionals supportive of neurodiversity to understand the lived experiences of dealing with crisis in a remote working environment.Design/methodology/approachThe purpose of the reported research is to understand how neurominorities experience remote working in the times of crisis and what the implications of this are for human resource (HR) professionals.FindingsMoving to remote work resulted in a lack of routine, distractions and working long hours, which can all be difficult for line managers to monitor. Further problems with communication in a virtual environment and lack of understanding by others were found to be particularly burdensome to neurodivergent individuals. On the positive note, remote working in the times of crisis allowed for avoiding sensory overwhelm and was seen as an important step in creating a healthy work–life balance (WLB).Practical implicationsThe findings of this study point HR practitioners' attention towards building a more neurodiversity friendly post-pandemic workplace and prompt employers to offer working arrangements, which better suit employees' domestic and personal circumstances.Originality/valueThis study addresses the lack of research on the impact of the Covid-19 crisis on neurominorities. In doing so, it answers recent calls to move away from universal HR as a route to positive employee outcomes and facilitates a more accurate reflection of organizational reality for disadvantaged members of society.

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Section: Introductionmentioning

confidence: 99%

Neurodiversity and remote work in times of crisis: lessons for HR

Szulc

McGregor

Çakir

2021

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“…On the other hand, the pandemic has also created many potential opportunities in terms of the organization of administrative authorities, HRM, and leadership, such as the opportunity to digitalize work processes to make them faster and more efficient than in normal circumstances, the opportunity to learn to use new digital communication tools, the opportunity to complete tasks that would have been difficult to complete in the previous situation, and the opportunity to analyze and improve work processes [51,52]. It has increased awareness of the importance of promoting health in the workplace and the important need of protecting older employees and risk groups while designing work processes.…”

Section: Discussionmentioning

confidence: 99%

The Use of ICT by Local General Administrative Authorities during COVID-19 for a Sustainable Future: Comparing Five European Countries

et al. 2021

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The COVID-19 pandemic has significantly reshaped administrative relations and put emphasis on the digital transformation of public administration that is urgently needed to support a sustainable recovery from the pandemic crisis and future sustainable development in the post-pandemic era. This paper presents a comparative study on the ways the first wave of the COVID-19 pandemic impacted general administrative authorities on the local level with respect to various aspects of their functioning and digitalization in five European countries. With a sample of 926 respondents from the Czech Republic, Germany, Poland, Romania, and Slovenia, the study shows that the pandemic-imposed changes are very similar in these countries. The results reveal that, except for Germany, the biggest problems of pandemic-related regulations are their obscurity. For all countries under study, parties to the procedures are shown to be the main driver of digitalization and not the public administration itself, generally lagging behind in this sense. Nevertheless, the pandemic has also created several potential opportunities, whereby public managers, especially in Germany, have acknowledged the importance of digitalization right after the protection of health, as confirmed by the wider use of ICT equipment, particularly in Germany and the Czech Republic. Moreover, Germany and Romania exhibit the greatest potential to accelerate digitalization. Finally, the critical factors influencing accelerated digitalization after the pandemic are also identified. The paper’s evidence-based findings could prove useful while formulating recommendations for the sustainable practices of public administrations during this and any future pandemic crisis.

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“…Human resource management increasingly draws inspiration from online virtual training designs. When working from home, employees can learn a wide range of skills through online courses (Hamouche, 2021). To meet the needs of their own continuous development in a pandemic situation, HR departments are conducting training needs surveys and coordinating with other departments to design online training courses.…”

Section: Upgrading Wfh Skills: Innovative Training Content and Methodsmentioning

confidence: 99%

“…Many companies now see the need to prepare for a long-term pandemic as standard work content decreases and the WFM model remains intact. Currently, improving employee skills through training is the most effective use of time (Hamouche, 2021). This is driving a growing demand for technology-driven training programs around the world.…”

Section: Upgrading Wfh Skills: Innovative Training Content and Methodsmentioning

confidence: 99%

Influence of Working From Home During the COVID-19 Crisis and HR Practitioner Response

Chen

2021

Front. Psychol.

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The pandemic has changed the way people work, and more and more people are choosing to work from home (WFH). Unlike traditional work patterns, this approach has limitations and has had a significant impact on both organizations and individuals. It also brings many challenges to the work of HR practitioners. HR practitioners, as key players in strategic human resource management, need to take advantage of management innovations under the crisis to improve employees’ work flexibility and effectively address the impact of working from home. This study aims to address the need for employee skill improvement, psychological stress relief, work-family balance, and company culture reinforcement from an HRM perspective because of the impact of WFH work patterns during the COVID-19 crisis.

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Human resource management and the COVID-19 crisis: implications, challenges, opportunities, and future organizational directions

Cited by 188 publications

References 60 publications

Neurodiversity and remote work in times of crisis: lessons for HR

Neurodiversity and remote work in times of crisis: lessons for HR

The Use of ICT by Local General Administrative Authorities during COVID-19 for a Sustainable Future: Comparing Five European Countries

Influence of Working From Home During the COVID-19 Crisis and HR Practitioner Response

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