Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance

PurposeThis study examines whether, how and when socially responsible human resource management (SRHRM) practices increase employees' in-role and extra-role corporate social responsibility (CSR) performance.Design/methodology/approachThis study uses data from 422 employees of 68 companies.FindingsSRHRM improves employees' in-role CSR-specific performance via impression management motivation and enhance extra-role CSR-specific performance via prosocial motivation. Moral identity symbolization strengthens the relationship between SRHRM and impression management motivation, and moral identity internalization reinforces the relationship between SRHRM and prosocial motivation. The authors also propose mediated moderation models.Practical implicationsThis study indicates that company can adopt SRHRM practices to improve employees' in-role and extra-role CSR-specific performance.Originality/valueThis study reveals how and when SRHRM practices influence employees' CSR-specific performance and sheds light on the social impacts of SRHRM.

Employer branding orientation: effects on recruitment performance under COVID-19

In this study we examined the impact of employer branding orientation (EBO) on recruitment performance. The study is based on a sample of 153 knowledge-intensive firms operating on the Russian labor market. Partial least squares structural equation modeling was used to test the research model. Our results revealed that EBO positively related to employer branding strategy and employer value proposition (EVP) which, in turn, impact the recruitment performance. We also identified the moderating effect of COVID-19 influence on employer branding programs. This study contributes to the debate on the role of EBO in HRM practices of companies and provides practitioners with evidence on importance of EVP formulation.

Ritual-based redesign of routines: an experimental approach in the restaurant industry

PurposeThis study aims to investigate the impact of the innovative ritual-based redesign of a routine in the challenging context of the dining-out sector, characterized by low employee commitment and high turnover.Design/methodology/approachThis study adopts a mixed methods experimental design. This study focuses on a field experiment in a real restaurant centered on the restaurant's welcome entrée routine. The routine is first observed as it happens, after which it is redesigned as a ritual.FindingsThe ritual-based redesign of the routine enhances employee sharing of the purpose of the routine and reduces the variability of the execution time of the routine, which increases group cohesion among the restaurant staff. Besides the positive impact on the routine's participants, the ritual-based redesign has a beneficial effect on the performance of the routine by increasing the enjoyment of the end-consumers at the restaurant.Research limitations/implicationsThe ritual-based redesign of routines is a powerful managerial tool that bonds workers into a solidary community characterized by strong and shared values. This allows guidance of the behavior of new and existing employees in a more efficient and less time-consuming way.Originality/valueRituals have been traditionally analyzed from the customer perspective as marketing tools. This research investigates the employees' perspective, leveraging ritual-based redesign as a managerial tool for increasing cohesion among workers.

Managing Human Resources: The New Normal

This book volume crafts an exciting, original account on the changes and requirements on managing human resources within the context of the new normal. Chapters in this book report on current research on the key constructs and processes underlying the management of human resources, both on an organisational strategic level as well as an individual employee level. Chapters compare current research trends in terms of future potential directions for the management of human resources within the context of the new normal. The book also critically evaluates the relevance, applicability and utility of the research findings and theoretical premises in various classical, current and potential emerging issues for research and practice in the smart digital technological world of work for human resource management. This volume approaches the concept of managing human resources with the new normal working context from a number of different angles. The authors have categorized them as conceptualizing human resource management in the context of the new normal (Part I), the critical issues in understanding the dynamics of strategic human resources management (Part II), critical issues in understanding the impact of the new normal on the psychology of employees (Part III), and the impact of the new normal on individuals with special needs (Part IV). The book ends in Part V of the volume, with an integrated reflection and conclusion on emerging issues for research and practice. The primary audience for this book volume is advanced undergraduate and postgraduate students in human resource management, as well as scholars in both academic and new normal working contexts. Human resource management practitioners will also have an interest in this book volume. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

The New Normal: Managing Virtual Work From a Human Resources Perspective

Human Resources jobs are becoming more and more challenging as the work dynamics are changing during the Fourth Industrial Revolution (4IR). The processes of organisations have improved, and machines have become more complicated, but the basic principles of organisational processes remain the same (Wang et al., Appl Psychol 70(1):16–59, 2021). In contrast, Human Resources is about dealing with people who are constantly changing in terms of behaviour, habits, thinking, or according to their circumstances, albeit personal or professional (Hembrom, HR Future:32–33, 2020). This makes organisational processes more difficult because, while managing and understanding people, their state of mind is more important when communicating with them (Bui, The roles of leaders in virtual working environment, 2020). Talking to people in person, Human Resources managers can view body language, facial expressions of the employee, among others, which is helpful during communication. However, with the COVID-19 pandemic where the workforce is mostly working virtually from home the situation is a bit more complicated. The turn of events in the 4IR during the COVID-19 pandemic has not been very encouraging for organisations and business being slow and layoffs across the world have brought new Human Resources challenges (Richter, Int J Inf Manage 55:102–107, 2020;Rosario, HR Future 2020(10):34–35, 2020). It could be contemplated that it is easier to communicate without paying attention to emotions. However, the impact it has on the employees and their families is immense. Human Resources, known for its empathetic attitude, understanding nature, for offering solace and support to the employees, is now no more than a robot, delivering messages without any feelings by Zoom or WhatsApp, based on a decision taken by the organisation. The aim of this chapter is to conceptualise a new dimension of Human Resources, where a change in strategy is required to manage virtual work in the ‘new normal'. Organisations may never return to the old ways of working. There might be a mix of both office and virtual work. For organisations that prefer to return to the ‘old normal' and do not allow for more flexible and virtual working practices, there is a very real risk that top talent will go elsewhere (Hubbard, Finweek, p 10. www.fin24.com/finweek, 2020;Waizenegger et al., Eur J Inf Syst 29(4):429–442, 2020). © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

What makes telework work? Evidence of success factors across two decades of empirical research: a systematic and critical review

Advances in information and communications technology have contributed to the spread of telework, which has been underway since the early 2000s. During the COVID-19 pandemic, telework became more than just an alternative to the traditional office: it became a strategic means of survival for many companies. Given its importance, in the last two decades, the scientific community has shown increased interest in the factors that affect successful telework. However, knowledge on this subject remains fragmented and disparate. This study aims to synthesise the literature on successful telework and consolidate its success factors into a framework that provides conceptual and holistic knowledge on the topic. Our findings demonstrate that telework is affected by factors categorised into five groups: technological materials, non-technological materials, teleworkers, teleworker work environment and teleworker family environment. A number of these factors has causal links, while some have become irrelevant and given way to new factors over time. Some have been confirmed to have an overall positive effect on telework. In addition to proposing a theoretical perspective and future research avenues, this study presents some HRM implications to help managers and policymakers make telework more effective.

Managing Human Resources During a Global Crisis: A Multilevel Perspective

We develop a multi‐level framework for understanding the impact of human resource management (HRM) practices in managing people during a significant global crisis. We provide a critical review of the research on the topic, focusing on papers published in the British Journal of Management (BJM). Our review focuses on papers dealing with people management issues during or after a global crisis event. To this end, two BJM special issues and other articles on global crises published were selected for our critical review. Our choice of additional papers reviewed was deliberate. We reviewed papers from several other premier outlets covering diverse geographies. Such an approach allows for delineating critical factors and practices that stand out despite national, cultural, industry and sectoral differences. These papers cover the two major global crises in the last two decades: the Global Financial Crisis and the COVID‐19 Pandemic. We conclude with future research directions.

Sustainable Development of Employee Lifecycle Management in the Age of Global Challenges: Evidence from China, Russia, and Indonesia

The COVID-19 pandemic has significantly affected the employee lifecycle management (ELM) sphere, leading to the adoption of new human resource (HR) technologies and policies. This study investigates the impact of megatrends, artificial intelligence, digital technologies, and innovation on ELM and human resource management (HRM) policies in China, Russia, and Indonesia. Data were collected through structured interviews and publicly available information from companies in these countries between 2021 and 2022. The study evaluates the effects of artificial intelligence (AI), digital transformation (DT), and innovations on the sustainable development of ELM and identifies differences in technological responses to ELM in companies depending on their level of digital maturity. The results show that the majority of companies have continued the process of ELM digital transformation, but the percentage varies based on the scope of activity, labor, and readiness of the country to implement new technologies. The study reveals that large companies in each analyzed country with over 10,000 employees have a greater need and opportunity to implement HR digital transformation, whereas small companies with up to 100 people can operate without automation. In addition, the findings of this study provide propositions for designing how AI and innovations contribute to ELM. This article contributes to the current debate in the literature by substantiating the positive impact of AI, digital technology, and innovation on ELM and HRM strategies, offering practical applications for companies to improve productivity. Overall, this study highlights the importance of adopting innovative HR technologies in response to global challenges and workplace trends. © 2023 by the authors.

The Role of Digital HRM: Contribution to the Improvement of Business Sustainability

The role of Digital Human Resources Management (DHRM) in the era of globalization, especially in the COVID-19 pandemic, has made a major contribution to sustainable business performance. This is interesting to study considering that the DHRM work process will take place through mobile, electronic media, social media via the internet, and also with the help of IT (information technology). This research aims to analyze the role of Digital Human Resource Management (DHRM) in contributing to the improvement of sustainable business performance in companies in DKI Jakarta. The importance of the role of DHRM is investigated because DHRM is able to do human work through software and several applications, which are supported by the internet network. Digitalization in HRM will enable companies to operate more efficiently and relevantly in the future. This type of research is qualitative which involved managers working in oil companies and transportation companies in DKI Jakarta who used DHRM in the companies where they worked. This study analyzed the data using the triangulation method through documentation, interviews and direct observation in the field with case studies. The results of the study explain that several digital HRM practices have been carried out in several companies, but other practical activities have not been carried out optimally. This is because the support from the system and the digitization of business processes that are included in HR practices are not yet optimal. However, the company realizes that DHRM is able to improve business performance in a sustainable manner. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

The development of a behavioural competency framework for school principals

Orientation: More than two and a half decades into South Africa's democracy, the majority of the country's learners receive low-quality school education, adversely affecting upward social mobility. Ensuring quality education for all South Africans requires a combined approach of equitable resource allocation and effective school leadership that transforms resources into educational outcomes. Research purpose: The objective of the study was to develop a behavioural competency framework for school principals. Motivation for the study: While past studies highlight school leadership and management to be pivotal in the establishment and maintenance of well-performing schools, less is known about the behavioural competencies required by school principals. Research approach and method: Guided by a synthesis of literature on school management, critical incident interviews were conducted with a sample of 10 school principals with good track records. The salience of the literature-derived competencies was established, and the content supplemented by contextualising the competencies with specific behavioural denotations from the interviews. Main findings: Eleven key competencies emerged from the data: creating a school vision and setting strategic direction, setting goals and expectations, developing school staff, influencing and communicating, resourcing strategically, leading with compassion, maintaining a student-centred learning environment, making decisions, managing self, managing teaching and learning, and leading across school boundaries. Managerial implications: The competencies identified provide a blueprint to guide human resource management interventions aimed at establishing effective school leadership. Contribution: The study provides a rich source of information about critical school principal behaviours, explored from an integrated perspective that acknowledges the school context.

Reflections on the Involvement of Managers in Supporting Romanian Companies during the Pandemic COVID -19

The wide spread of COVID -19 in Europe, which also affects Romania, and the increasingly stringent measures taken by experts to prevent negative consequences for citizens and the economy, raise a number of questions about the activities that need to be undertaken by companies to ensure compliance and those who are in a position to take these measures. Many businesses in Romania have already made a conscious effort to guard against the threat of COVID -19, whether by stopping movement altogether for an indefinite period of time, changing the way in which activities are carried out (e.g. only online now), or by working with notable safeguards to mitigate the threats.

THE INTRICATE SYSTEMIC RELATIONSHIPS BETWEEN THE LABOR MARKET, LABOR RELATIONS, AND HUMAN RESOURCES MANAGEMENT IN A PANDEMIC CONTEXT

O artigo analisa como as organizaçöes interpretam as relaçöes sistemicas envolvendo o mercado e relaçöes de trabalho em suas estrategias de gestao de recursos humanos (GRH) na pandemia da Covid-19. Por meio de abordagem qualitativa, realizaram-se quatro grupos focais com 24 gestores de pessoas e entrevistas com quatro representantes sindicais em tres regiöes do Brasil: Sul (Joinville, SC), Nordeste (Fortaleza, CE) e Centro-Oeste (Brasilia, DF). Os achados indicam lacunas de conhecimento das áreas de GRH sobre mercado e relaçöes de trabalho, práticas similares de GRH em patamares distintos e institucionalizadas por repertorio comum, enquanto os sindicatos adaptam-se a nova legislaçao trabalhista. O contexto pandémico trouxe mudanças estruturais, como o teletrabalho, ajuste a legislaçao e organizaçao do trabalho, e também mudanças comportamentais, e efeitos na saúde do trabalhador. O estudo contribui teoricamente ao discutir a GRH sob a abordagem institucional;metodologicamente propicia pesquisas comparativas;e empíricamente ilustra como acontece a GRH em distintas regiöes do Pais.Alternate :El articulo analiza cómo las organizaciones interpretan las relaciones sistémicas que involucran el mercado de trabajo y las relaciones laborales en sus estrategias de gestión de recursos humanos (GRH) en el contexto de la pandemia COVID19. A través de un enfoque cualitativo, se realizaron cuatro grupos focales con 24 gestores de personas y entrevistas con cuatro representantes sindicales en tres regiones de Brasil: Sur (Joinville, SC), Nordeste (Fortaleza, CE), y Centro-Oeste (Brasilia, DF). Los hallazgos indican lagunas de conocimiento en las áreas de GRH sobre el mercado y las relaciones laborales, prácticas similares de GRH en diferentes niveles, institucionalizadas por un repertorio común, mientras los sindicatos se adaptan a la nueva legislación laboral. El contexto de la pandemia trajo cambios estructurales (e. g.: teletrabajo, ajuste a la legislación y organización del trabajo) y conductuales, incluida la salud de los trabajadores. El estudio contribuye teóricamente al ampliar el análisis de la GRH bajo el enfoque institucional;metodológicamente al propiciar las investigaciones comparativa;y empiricamente al ilustrar cómo funciona la gestión de recursos humanos en diferentes regiones del pais.Alternate :The article analyzes how organizations interpret the systemic relationships between the labor market and labor relations in human resource management (HRM) strategies during the Covid-19 pandemic. The research adopted a qualitative approach, carrying out four focus groups with 24 people managers and interviewing four union representatives in Brazilian cities located in three of the five Brazilian regions: Northeast (Fortaleza, CE), South (Joinville, SC), and Central-West (Brasília, DF). The findings indicated knowledge gaps in the area of HRM regarding labor market and labor relations. They observed the occurrence of similar HRM practices institutionalized by a common repertoire at different levels while unions were adapting to the new labor legislation in Brazil (enacted in 2017). The Covid-19 pandemic brought structural changes such as an increase in telework and adjustment to labor legislation and organization. It also brought behavioral changes and affected the worker's health. The study contributes a) theoretically by expanding the analysis of HRM under the institutional approach, b) methodologically by providing comparative research, and c) empirically by illustrating how HRM works in different regions of the country.

Coronavirus crisis challenges and HR responses - Hungary 2020 - framework of domestic research

According to Budhwar and Gumming (2020), the COVID-19 crisis brought attention to the importance of having an international perspective. [...]studies from certain regions - such as the Hungarian example in this article - may provide an essential local perspective, in addition to the Human Resource Management (HRM) of the pandemic and may help us find global solutions. 2Theoretical background Many scholars have analysed the situation that has evolved as a result of the pandemic from different aspects. According to McLean and Jiantreerangkoo (2020), the following steps are necessary in HRD: planning, leading, changing of working conditions, systemic thinking even on an employee level, network analysis, ending racial discrimination, career planning and innovation. Since the beginning of the pandemic, HR has also focused on health and safety tasks (Caligiuri/De Cieri/Minbaeva/Verbeke/Zimmermann 2020;Adams/Walls 2020). [...]it is worth referring to the recently rather popular theory of societalization, which occurs when "strains suddenly burst their sphere-specific boundaries and become explosive scandals in society at large" (Alexander 2018:1049). According to ILO estimates, global hours worked dropped by 6.7 % in the second quarter of 2020, roughly equals to 195 million full-time job

Examining the Impact of COVID-19 on Today's Businesses

This study sought to discuss how human resources departments could regulate the high turnovers that occur in companies worldwide if the organizations do not have an effective turnover policy, as this involves strategic human resources management practices. Organizational performance, with the situation Lebanon faced since July 2019 and the world since the coronavirus disease 2019 (COVID-19) lockdown in March 2020, saw major economic drawdowns and high rates of unemployment. Therefore as noticed at the American University of Beirut Medical Center (AUBMC), among other firms, there were massive employee turnovers. Unlike Lebanon, the European countries, the United Kingdom, and the United States, which were sampled for this research, saw a recovery possibility as their respective governments bailed out the firms that had suffered losses during the COVID-19 period, and as a result, loss of staff, or knowledge, and decreases in productivity were minimized. Organizational performance is linked to employee motivation, job safety, and job security, as well as job satisfaction. Thus as previous studies had drawn a relationship between company decision-making and employee motivation, “described as a change in employee behavior after the decision is passed” also shows a link to COVID-19. © 2022 Elsevier Inc. All rights reserved.

Analysis of business behavior and HRM perspectives on post-COVID-19 SME business sustainability

There are not many studies that examine business continuity and business strategy combined with business people's psychological and psychological approaches. This study relates the elaboration between the HRM, strategic management, and business management fields analyzed with a quantitative approach. This study involved 100 respondents of handicraft business actors at the border between Indonesia and Malaysia. The data collection method used a survey method. Data processing uses the Structural Equation Model (SEM-PLS) approach in the SMART-PLS. This research study states that through direct relationship, all demonstration variables have a positive and significant effect. Meanwhile, the demonstration of the relationship between variables states that there are two patterns of relationship that do not have a significant effect. Through a combination of human resource management variables, business strategy, creativity, entrepreneurship capability, and SME sustainability perceived, packaged with a planned behavior theory (TPB) approach, several main research findings conclude. First, our study indicate that business sustainability can be achieved if an optimal business strategy (BS) has been realized by forming good entrepreneurial capabilities. Second, the role of antecedent human resource locus of control (HR) is a variable that has complete control in creating the creativity of small-medium enterprise actors and creating entrepreneurial capabilities.

Vigilancia, investigación y evaluación en la gestión del riesgo del COVID-19. Los casos de Chile, Colombia, Ecuador y Perú

The purpose of this article is to analyze the response capacity to SARS-COV-2 of the governments of Chile, Colombia, Ecuador, and Peru, according to the guidelines provided by PAHO. For this, a qualitative methodology was used, with an exploratory, descriptive and analytical approach with the analysis of PAHO variables, among which are surveillance, laboratory, research, and evaluation. From this perspective, it is possible to appreciate the different measures taken by the countries of the Pacific basin with different results. Finally, it can be deduced that social problems prior to the pandemic, whether of an economic nature, supplies, and human resources, affect the health management of the countries analyzed in a pandemic situation.Alternate :El propósito del presente artículo es analizar la capacidad de respuesta frente al SARS- COV-2 de los gobiernos de Chile, Colombia, Ecuador y Perú, de acuerdo con las orientaciones esgrimidas por la OPS. Para lo anterior, se empleó una metodología de carácter cualitativo, con un enfoque exploratorio, descriptivo y analítico con el análisis de las variables de la OPS, entre las que se encuentran Vigilancia, laboratorio, investigación y evaluación. En esta perspectiva se logra apreciar las distintas medidas tomadas por los países de la cuenca del pacifico con diferentes resultados. Finalmente, se deduce que los problemas sociales previos a la pandemia ya sean de índole económico, insumos y recursos humanos, inciden en la gestión sanitaria de los países analizados en situación de pandemia.Alternate :The purpose of this article is to analyze the response capacity to SARS-COV-2 of the governments of Chile, Colombia, Ecuador, and Peru, according to the guidelines provided by PAHO. For this, a qualitative methodology was used, with an exploratory, descriptive and analytical approach with the analysis of PAHO variables, among which are surveillance, laboratory, research, and evaluation. From this perspective, it is possible to appreciate the different measures taken by the countries of the Pacific basin with different results. Finally, it can be deduced that social problems prior to the pandemic, whether of an economic nature, supplies, and human resources, affect the health management of the countries analyzed in a pandemic situation.

REMOTE EMPLOYMENT: A SHORT-TERM STRATEGY FOR ADAPTING TO THE CRISIS OR THE NEW REALITY OF HUMAN RESOURCE MANAGEMENT

The purpose of the article is to explore the use of remote employment as a short-term adaptation strategy for the enterprise in times of crisis and as a long-term strategy for human resource management in the future. The subject of the study is new strategies in human resource management, which began to be widely used during the COVID-19 pandemic. The main focus of the article is on remote employment. Its spread is studied, on the one hand, as an opportunity for companies to adapt to crisis phenomena in the short term, on the other hand, as a long-term strategy in human resource management, which will become a new reality in the management process. Methodology. This article uses a comprehensive approach using the component method and multivariate correlation to analyze the results of public opinion surveys on the introduction of remote employment as a human resource management strategy in an unstable environment and to examine the likelihood of digitalization of labor. Results. An analytical assessment of sociological research on the introduction of remote employment as a strategy for human resource management in conditions of instability was carried out and trends were identified, the main ones for different countries. The probability of digitalization of labor and the use of remote employment for workers with different educational and qualification levels and different professional groups were investigated. The effectiveness of the introduction of new flexible forms of employment and adaptation to remote employment in enterprises was analyzed. It has been proven that the effectiveness and sustainability of the positive results achieved can be maintained with the clear planning of work processes in the enterprise. The practical implications of this study are the optimization of a set of human resource management strategies and remote employment in particular, as well as a radical revision of the format of the work organization. This study was performed as part of the research work of the Department of Finance and Economics of Borys Hrinchenko Kyiv University (No 01180001561) on the topic: "Development of the economy of Kyiv in terms of European integration".

A Comprehensive Study of Internet of Things and Digital Business on the Economic Growth and its Impact on Human Resource Management

The research paper aims to examine the impact of digitalization and IoT technologies on the business world and the ways in which it also impacts the global economy. The paper examines that digital Human Resource Management can increase the productivity and the efficiency of both the HR professionals and the employees of the organisation. The findings of the research also reveals that through digitalisation the HR managers can build better relationships between the employee and the company, can think about the wellbeing of the employees better, and make them feel more valued and appreciated. It can also help in creating a competitive atmosphere in the workplace which can motivate the employees. The research further reveals that the active IoT technologies are increasing in the business world. The articles also analyses the advantages and disadvantages of implementing digitalisation and IoT in the workplace and there exists some requirements that need to be met for the successful implementation of the IoT technology. The research also estimates that in future companies can develop their business by adopting digitalisation. In the paper it is also mentioned that during the pandemic the global economy has decreased and to balance the condition it is important to implement digitalisation in the business world. © 2021 IEEE.

Research on Mixed Teaching Scheme of Human Resource Management Tool Courses Based on Learning Experience

Due to the influence of COVID-19, mixed teaching has been widely carried out in various universities in China. Mixed teaching has the characteristics of convenience, exploration, interaction and individuation, which can enhance the learning effect and enhance the learning experience of students. Based on the relevant theories of learning experience and mixed teaching, this paper will sort out and analyze the research results of scholars in this field, take a human resource management tool course as an example, use the method of mixed teaching and make full use of the online teaching platform to design the teaching scheme of mixed courses in the three links before, during and after class. After the course, collect relevant data, analyze the changes of students’ academic performance and students’ teaching evaluation, quantitatively analyze the changes of mixed teaching design to learning experience, summarize the advantages of hybrid curriculum design of human resource management tool courses based on learning experience, and analyze the existing problems. This paper provides suggestions for further improving the learning experience from the aspects of the construction of curriculum database, the optimal design of teaching content and the transformation of students’ learning concept. © 2022, The Author(s), under exclusive license to Springer Nature Switzerland AG.