Rebuilding the Workplace in the Post-Pandemic Age through Human Capital Development Programs: A Moderated Mediation Model

Abstract

Because of the COVID-19 pandemic, the world has experienced major technological and procedural changes that will continue in the post-pandemic age. For this reason, firms are expected to learn from such an unprecedented experience and ensure that the managerial and workforce practices in the post-pandemic period are directed toward rebuilding and reinventing the workplace. Within the scope of the research topic: “Diversity, Innovations, and Entrepreneurship in Post-crisis Periods”, this study accentuates the positive impact of human capital development programs in enhancing employee performance. Moreover, the roles of resilience, empowerment, and mimetic isomorphism are analyzed to better enable firms to learn from their past experience and develop practices that fit the agile environment. A questionnaire was administered targeting 370 employees in 12 SMEs in Lebanon. A conditional analysis was used to test the hypotheses through SPSS, PROCESS. The results of this study showed that the deployment of developmental programs is deemed indispensable for enhancing the performance of SME employees and helping them overcome the challenges posed by the pandemic through empowerment and resilience. This study can be useful for academics who might benefit from its theoretical implications and prospective directions for future analyses. Moreover, its results can also be helpful for practitioners, specifically managers of SMEs who are seeking to reinvent their workplace in a responsive way in the post-pandemic age.

Digitalization and Employee Performance With Mediating Role of Resilience – A Systematic Review By Bibliometric Analysis

“…Edges between hubs are not ordinarily shown. The most generally involved procedure for deciding the area of hubs in distancebased perception is multi-layered scaling [6]. The utilization of this method to imagine bibliometric networks has a long practice, tracing all the way back to the early work on envisioning co-reference networks by [18,19].…”

“…It additionally influences physical and emotional well-being results [14]. Likewise, it additionally works on people's versatility and information [4], connection abilities and style [6], and confidence [1], which assists people with accomplishing their objectives (ie project achievement) [16]. Project staff may likewise confront unfortunate results (mental pressure) because of past venture disappointments prompting unfortunate results [17].…”

“…In such cases, individual assets, for example versatility, assume a significant part as they have likewise been seen to shield associations from unfortunate results (for example project disappointment) [11]. Flexibility additionally assists people with laying out their believability and adapt to difficulties [6]. Since latest activities include complex circumstances, versatility is probably going to assist representatives with adapting to mental misery; low degree of mental pressure will at last prompt venture achievement.…”

The Dynamics of Human Capital Development, Employee Commitment, and Sustainable Competitive Advantage: A Strategic Perspective

“…Human capital is the key component that will provide an organisation a competitive edge, and strategic HRM is used to effectively and efficiently manage employee skills, knowledge, and capacity to have a substantial impact on the strategic target attainment of an organisation (Bouzakhem et al, 2023). Strategic HRM (SHRM) practices are used to "unite and guide the employees in line with the business strategies" (Hsu & Wang, 2012;Tuytens et al, 2023;Karman, 2020)), "provide a link between the business requirement and the activity of a firm" (Fındıklı et al, 2015;Greer, 2021), and "make provisions for a firm to achieve a competitive advantage" (Farnham, 2010;Wright & Nishii, 2007).…”

Servant leadership and organizational performance: Mediating role of organizational culture

“…In this new scenario, organizations should change their central strategies to recover their performance levels (Lin, 2023). To do this, they must resort to factors such as human resources, whose work methods have been changed after the pandemic, making remote work more widespread, which implies new forms of management (Bouzakhem et al, 2023), and the incorporation and massification of technology, which imply new designs of organizational processes (Avecillas et al, 2023). Factors that imply changes in the culture of organizations to face new challenges are also widely discussed (Oleksa-Marewska & Tokar, 2022).…”