Strategic human resource management in the context of environmental crises: A COVID‐19 test

Minbaeva, Dana; Navrbjerg, Steen E.

doi:10.1002/hrm.22162

Cited by 16 publications

(10 citation statements)

References 79 publications

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“…Cooper et al ., 2014), none of studies responding to those demands (e.g. Jóhannsdóttir et al ., 2022; Kim et al ., 2022; Kwong et al ., 2021; Minbaeva and Navrbjerg, 2023) have suggested two time-lagged – either improvised or deliberate – categories of HRM practices with regard to the pandemic as a target phenomenon, to our knowledge.…”

Section: Discussionmentioning

confidence: 90%

Organizational resilience: leadership, operational and individual responses to the COVID-19 pandemic

Kim,

Lee,

Chung

2023

JOCM

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PurposeSince the outbreak of the COVID-19 pandemic, most organizations have experienced a sudden and unprecedented drop in revenue and productivity. However, the pandemic did not exclusively negatively impact organizations; rather, it resulted in both negative and positive effects. To delve into the multi-level process through which organizational outcomes change from negative to positive indicators, this study focuses on organizational resilience as a theoretical concept to overcome pandemic-related turmoil.Design/methodology/approachThe authors conducted a multi-level analysis based on grounded theory with a sample of 30 healthcare employees who worked in hospitals and were simultaneously enrolled in a part-time master of business administration (MBA) program at a university in the Midwest. Of the 30 participants, 21 were from a single university hospital (UH), and the remaining 9 participants were from other hospitals (non-UH).FindingsThe authors analyzed the data and incorporated three existing perspectives of organizational resilience (attribute, process and multi-level views) into an integrated model. The authors identified 25 first-order concepts and 8 second-order themes and categorized them into 4 aggregate dimensions at different unit levels: organizational field, leadership, operation and individual units.Practical implicationsA resilient hospital operates as a cohesive system, with entities at various levels – from individuals and teams to the broader organization – collaborating seamlessly to foster resilience. Top management team (TMT) should persistently communicate with employees to provide information about the current crisis and clear strategic directions to reduce employees' fear and prevent anomie stemming from future uncertainty. Managers should not only be concerned about employees' physical safety from infection and psychological safety from isolation but also encourage employees to elicit meaningfulness from their work. Furthermore, TMT and human resource (HR) teams should adapt human resource management (HRM) practices to allow for flexibility and optimism in employee roles.Originality/valueIn this study, the authors utilized a qualitative methodology with grounded theory in order to develop a comprehensive model that holds theoretical, methodological and practical significance. Theoretically, the authors' novelty lies in the synthesis of three distinct perspectives: attribute, process and multi-level. The authors merged these approaches into a unified model, identifying precursors of resilience at different levels. Methodologically, the authors focused on hospitals as target samples, which were the foremost and representative organizations severely confronting the crisis and turmoil brought by the pandemic. The authors documented organizations' experiences amidst the crisis as they unfolded in real time rather than in hindsight. This approach highlights the immediacy and significance of the authors' research in the realm of crisis management. Practically, the authors' findings illuminate that organizational resilience can be developed through a collaborative effort. It emerges from coordinated interactions across various organizational actors, from employees and middle managers to the TMT.

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Section: Discussionmentioning

confidence: 90%

Organizational resilience: leadership, operational and individual responses to the COVID-19 pandemic

Kim,

Lee,

Chung

2023

JOCM

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“…As the research results so far show, crisis management requires the development of firm-specific capabilities (Gancarczyk, Ujwary-Gil, 2021) based on specific human resources, like leadership talents, as well as on performance interventions that enable the employees to identify, respond, and recover from crisis events. This can result in employee productivity well above expectations (Minbaeva, Navrbjerg, 2023). Organizational leadership is central to the implementation of crisis management initiatives .…”

Section: The Theoretical Backgroundmentioning

confidence: 99%

Untitled

2024

SPSUTOM

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The objective of the argument in this paper is to attempt at answering the question whether learning and knowledge exchange are the key factors determining online work preferences for Generation Z employees. Design/methodology/approach: The essence of knowledge management is that all knowledge, both explicit and tacit, accumulated by an organization becomes easily accessible to each of its members. This is important for decision-making processes and allows the organization to become more agile. Knowledge management is most often associated with modern information technologies. Thanks to them, streams of various data can be processed and analyzed in many different ways. However, in the literature there is an increasingly common attitude that more attention should be paid not only to the technological but also to the human aspect of knowledge management. The processes of knowledge exchange among employees have been subject to extensive research and studies, yet the recent years have added another thread to the discussion about the matter, i.e. a significant proportion of employees switching to the online work model. Based on the findings of the studies conducted on a group of employees representing Generation Z, the Principal Component Analysis (PCA) technique was applied to organize the factors with the highest relevance for the respondents in online work. Findings: PCA demonstrated that the components recognized as most important were those relating to knowledge transfer and their impact on employee efficiency, and on the other hand employee relations as a factor that supports the learning processes. Research limitations/implications: In order to dwell upon the underlying causes of this situation, it should be recommended to proceed with further in-depth qualitative research. Practical implications: What the research communicates to the organization is that although Generation Z members are aware of the significance of the knowledge transfer and learning processes and they understand the role of peer relations in these processes, they are unable to overcome the social barriers created by the online working system due to lack of appropriate skills. Originality/value: The paper reveals new aspects that play crucial role in shaping Generation Z attitude to online work from one side. On the other hand it also helps to design synthetic tool researching this area in the future.

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“…To ensure that an organization achieves green HRM practices, HR management policies should align with environmental standards and performance, as stated by Bandura (1999). Additionally, Minbaeva and Navrbjerg (2023) suggest that HR must improve its strategies to support environmental sustainability. This investigation also considers GHC, which can strengthen management practices for green HRM operations.…”

Section: Green Hrm Practices and Ghcmentioning

confidence: 99%

Connecting green HRM practices to pro‐environmental behavior through green human capital in the hospitality sector

Ogiemwonyi,

Alam,

Alotaibi

2023

Bus Strat Dev

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The increasing focus on environmental sustainability has opened up a new area of research that explores the role of green “human resource management (HRM)” practices. Scholars in this field are investigating how these practices can support efforts toward achieving environmental sustainability. Although there is growing interest in studying green HRM practices, there have only been a few studies that have looked into how these practices affect the abilities, experience, expertise, intelligence, knowledge, skills, and training of employees in relation to pro‐environmental behavior (PEB). This is important as PEB can help to reduce negative environmental activities and promote green sustainability in the hospitality sector. To bridge this empirical gap, the investigation of the effects of green HRM practices on PEB was carried out, with a particular emphasis on the mediating function of green human capital (GHC). A research study was conducted on 269 stable participants in the Nigerian hospitality sector using the “partial least squares [PLS]” approach. The study successfully shows that green HRM practices, such as green hiring, green training and development, green discipline management, and environmental performance, can directly predict GHC. The analysis was based on both PLS and social cognitive theory (SCT). According to the study, green HRM practices are connected to PEB through GHC, except for green compensation. The study indicates that PEB can be predicted by environmental performance and GHC. This study has significant theoretical implications for green HRM practices and provides valuable insights to hospitality managers. Moreover, it offers suggestions for potential areas of future research.

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Strategic human resource management in the context of environmental crises: A COVID‐19 test

Cited by 16 publications

References 79 publications

Organizational resilience: leadership, operational and individual responses to the COVID-19 pandemic

Organizational resilience: leadership, operational and individual responses to the COVID-19 pandemic

Untitled

Connecting green HRM practices to pro‐environmental behavior through green human capital in the hospitality sector

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