Human Resource Management in Crisis Situations: A Systematic Literature Review

Abstract

The paper aims to present a systematic literature review in the field of human resource management in times of crisis since 2008. In that way gaps in the current body of knowledge can be established that justify future research guidelines. The study consists of an analysis of 56 articles published in journals indexed in the Web of Science database. The majority of the papers were published in recent years, indicating a growing interest in the field. To be included, the papers had to be (1) peer-reviewed papers, (2) empirical papers that report on HRM practices in firms, (3) written in English, and (4) published in the period 2008–2021. Four themes were identified: economic crisis and HRM, health crisis and HRM, natural disasters and HRM, and political instability and HRM. The findings provide valuable knowledge and understanding of the present situation of HRM in crises. A number of future research guidelines are presented, which may encourage more research in this crucial field of study.

Total expenses for managerial remuneration in foreign manufacturing subsidiaries during the COVID-19 pandemic: a pilot exploration of applied policies

“…A recent work by Edvardsson and Durst (2021) presents an overview of 617 academic papers devoted to HRM that describe four types of crisis situations: economic, health, natural disasters, and political instability. Although the COVID-19 pandemic provoked at least an economic crisis and health crisis, 21 studies exploring the COVID-19 pandemic and its effect on HRM practices were devoted mostly to the psychological problems experienced by different groups of healthcare professionals and employees in the tourism industry during the COVID-19 pandemic, as well as the measures taken to deal with these problems (see Edvardsson and Durst, 2021, p. 9). Therefore, we referred to the studies presented by Edvardsson and Durst (2021), whose work described the overall response to the crisis and particular HRM practices applied during the crisis.…”

“…Given the paucity of the relevant academic literature devoted specifically to the topic of our study, we mainly focused on the literature devoted to HRM strategies during crises. A recent work by Edvardsson and Durst (2021) presents an overview of 617 academic papers devoted to HRM that describe four types of crisis situations: economic, health, natural disasters, and political instability. Although the COVID-19 pandemic provoked at least an economic crisis and health crisis, 21 studies exploring the COVID-19 pandemic and its effect on HRM practices were devoted mostly to the psychological problems experienced by different groups of healthcare professionals and employees in the tourism industry during the COVID-19 pandemic, as well as the measures taken to deal with these problems (see Edvardsson and Durst, 2021, p. 9).…”

How the 5C Framework Facilitates Corporate Change Initiatives: The Icelandair Case

“…In assessing different models for evaluating readiness for change, at least six interrelated steps should be followed systematically (Naslund & Norrman, 2022) (see Figure 1.1). Crises, such as dire economic situations, natural disasters, pandemics or health emergencies, or political instability, are examples of drastic conditions that can help establish the sense of urgency needed for organizational change to take place, particularly in case of work situations and human resource management (Edvardsson & Durst, 2021). This is, however, not always the case, as other factors may influence the success or failure of change management initiatives.…”

Working remotely with school‐aged children: Use of reflection to identify strategies to improve work–life balance

“…Crisis can have a vast effect on the well‐being and health of organizations, triggering rapid and decisive responses, concerns of sustainability and employee productivity, changes in policy (Sanders et al., 2020), and the people within them prompting fears, burnout, stress, and other physical and psychological factors, and a concern for one's safety and need for support (Edvardsson & Durst, 2021).…”