how covid-19 has changed the working and efficiency of Human Resource Management
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Abstract: Dramatic changes caused by the new coronavirus COVID-19 have unprecedented implications on companies around the globe and influenced human resource management profoundly. HRM took leadership to navigate in the vague present and unforeseeable future by managing people to cope with stress and to continue working remotely so that business goes on with its operations. However, HRM had to deal with the dismissals and reduction of the staff caused by the pandemic lockdown. The presented paper is based on the qualitative expert interview research method. It discusses the challenges HRM has been facing in Georgia, ascertains the implications the crisis has on human resources, finds out the solutions companies applied, and makes suggestions for tackling the crisis from the point of view of HRM. The expert interview findings indicate that companies, together with the HR managers, should develop crisis management plans, elaborate new policies for remote as well as hybrid working systems as a response to the current and future crises.
Keywords: Adaptability, Flexibility, Resilience, HRM, Employees, Remote working, Georgia, Work-life-balance, Digitalisation
Influence of Covid-19 Crisis on Human Resource Management and Companies’ Response: The Expert Study
1. Introduction
The economic effect of the global pandemic (Covid-19) includes acceleration of the digitalisation processes. Companies now need to immediately use digital platforms to enable access to jobs for their employees. Human Resource Management has an essential role to play in helping organisation to navigate in the situation of dramatic changes caused by the pandemic lockdown.
The research is induced by the situation in which business process continuity has been affected by the regulations aiming to prevent the spread of Covid-19, causing dismissals or reduction the staff.
The aim of this research is to estimate the level and magnitude of the challenge companies have been facing in terms of HRM, and to assume the consequences, what changes are expecting to be initiated.
The primary data for this research was gathered by semi-structured face-to-face video interviews. The theoretical framework and research questions were used to structure the data collection questions and to determine the analytical direction of the study.
The following research questions were determined for this study.
RQ1: Why and how did the Covid-19 affected companies and employees in general, and particularly in Georgia?
RQ2: Why and how did the pandemic conditions influence the HRM practice in the Georgian companies?
RQ3: How did HRM respond to the crisis in Georgia and whether HRM strategy has been worked out for the post-pandemic period?
The research results present remarkable insights for HR managers and organisations. HR managers need to know how to improve the wellbeing of employees during virtual work in crisis times taking into consideration personal stress. Besides, internal corporate communication, company brand image should be in compliance with the organisation’s approach to the workforce during turbulent times. Overall, the contribution of the manuscript to scholarship is its suggestion that main challenges triggered by the pandemic lockdown are the recession when revenues have been decreased enforcing companies to reduce or dismiss the staff. The research results recommend HR managers to acknowledge their dominant role in the heart of the changing processes of digitalisation towards remote working models, and of developing new HR policies. Resilience, flexibility, and adaptability are crucial overcoming strategies.
The rest of this paper is organised in the following way. First, a review of the literature on the Covid-19 pandemic crisis is presented. Next, the empirical data collection method as well as analytical framework is conceptualized. Then, primary research results are discussed followed by conclusions. Finally, future research topics are considered.