Building resilience and sustainable HRM in the visitor economy: An uneasy relationship

This paper draws on small and medium enterprises' (SMEs') experiences of the 2019/2020 Victorian (Australia) bushfires and COVID-19 to explore organizations' capacity to achieve Sustainable Human Resource Management (S-HRM) and organizational resilience outcomes within crisis contexts. The study adopts a qualitative research design. Virtual, semi-structured interviews were conducted with 33 stakeholders across two, contextually different tourism destinations (Bright and Echuca-Moama located in Victoria, Australia). Thematic analysis was undertaken. Findings present a mixed picture. Macro, meso and micro-level factors such as business type, location and workforce management;owner-managers' skill sets and networks;prior experience of crises;individual wellbeing;government crisis management processes;and housing shortages were found to influence SMEs' sustainability and resilience outcomes. Tensions faced by SMEs, such as dilemmas between financial versus social sustainability, and employee versus business owner wellbeing, were revealed. Inspired by the UN's Sustainable Development Goal (SDG 8), the paper brings together literature from sustainable HRM and resilience to discuss how SMEs in the tourism and hospitality sector can nurture social outcomes and organizational resilience. This is a timely conversation given COVID-induced workplace disruptions, and the likelihood of future shocks.

Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?

The changing nature of employment has led to increased awareness of leaveism, a practice involving employees using allocated time off when unwell, taking work home, and picking up work when on annual leave. However, there are theoretical, methodological, and policy/practice‐related weaknesses, apparent in current understandings. The main article aim is to develop, theoretically, the emergent notion of leaveism, drawing on concepts related to work intensification (WI) and ideal worker norms (IWNs), concepts underpinned by reference to information communication technologies (ICTs), then exploring such ideas via an electronic questionnaire (n = 959), aimed at UK‐based employees performing leaveism. The main argument is leaveism is more than a lacuna between presenteeism and sickness absence;it is an unsustainable employer‐driven social phenomenon sitting at the intersection of WI, IWNs and ICTs. The findings have policy/practice implications for human resource management (HRM) professionals, trade unions and governments. Recommendations for future research including exploring leaveism in an international context, and in a Covid‐19 pandemic‐defined era.

The effect of COVID-19 on human resource management practices and organizational sustainability

The current study tries to identify the impact of COVID-19 on human resource management practices, business processes, and organizational sustainability. Furthermore, it identified the impact of sustainable HRM practices on hypermarkets' sustainability. The outbreaks of COVID-19 have considerably impacted organizations and businesses all over the world. Most companies were not ready to face such force majeure. Moreover, like everywhere else in the world COVID-19 has significantly affected HRM functions and organizational sustainability in the organizations in Gulf Cooperation Council (GCC) countries. The research is based on a survey of 363 HR practitioners working in hypermarkets in the GCC countries to examine the impact of the pandemic COVID-19 on organizational sustainability. The findings reveal the negative impact of COVID-19 on human resource management practices, business processes, and organizational sustainability. Furthermore, they identify the positive impact of sustainable HRM practices and effective business processes on hypermarkets' sustainability. Finally, the results show that effective business processes and sustainable HRM practices annihilate the negative effect of COVID-19 on organizational sustainability in hypermarkets operating in the GCC countries. This study is unique since it is conducted during the pandemic period and analyses the negative impact of Covid-19 on organizations in the GCC countries. Moreover, it suggests solutions to minimize the negative effect of COVID-19 on organizational sustainability. © 2023 Growing Science Ltd. All rights reserved.© 2023 by the authors;licensee Growing Science, Canada.

Perceived socially responsible HRM, employee organizational identification, and job performance: the moderating effect of perceived organizational response to a global crisis.

In an uncertain economy and a globalized world, socially responsible human resource management (HRM) is pivotal to the long-term growth of organizations. This research employed social exchange theory and social identity theory to analyze the correlations between employees' perceptions of socially responsible HRM, organizational identification, and job performance. This research also explored the moderating effect of employees' perceptions of their organization's response to a global crisis such as the COVID-19 pandemic on the relationship between organizational identification and job performance. Analyzing the survey data from 367 respondents using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 3.2 software, this study found that HRM that is perceived to be socially responsible positively influences organizational identification and job performance. Moreover, the study found that organizational identification serves as a mediator between socially responsible HRM and work performance. It also revealed that perceived organizational response to a crisis such as the COVID-19 pandemic positively influences employees' job performance and negatively moderates the nexus between organizational identification and job performance. This study clarified the role of socially responsible HRM and organizational reactions to a crisis in promoting employee job performance.

Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?

The changing nature of employment has led to increased awareness of leaveism, a practice involving employees using allocated time off when unwell, taking work home, and picking up work when on annual leave. However, there are theoretical, methodological, and policy/practice-related weaknesses, apparent in current understandings. The main article aim is to develop, theoretically, the emergent notion of leaveism, drawing on concepts related to work intensification (WI) and ideal worker norms (IWNs), concepts underpinned by reference to information communication technologies (ICTs), then exploring such ideas via an electronic questionnaire (n = 959), aimed at UK-based employees performing leaveism. The main argument is leaveism is more than a lacuna between presenteeism and sickness absence;it is an unsustainable employer-driven social phenomenon sitting at the intersection of WI, IWNs and ICTs. The findings have policy/practice implications for human resource management (HRM) professionals, trade unions and governments. Recommendations for future research including exploring leaveism in an international context, and in a Covid-19 pandemic-defined era.

A Literature Review of the COVID-19 Pandemic’s Effect on Sustainable HRM

The ramifications of the COVID-19 pandemic continue to emerge across all facets of the world of work, including the field of human resource management (HRM). Sustainable HRM, drawing on the triple bottom line elements of the economic, environmental and social pillars of sustainability, provides an ideal basis from which to understand the intersection of the COVID-19 pandemic and HRM. In this systematic literature review, we analyze peer reviewed articles published in the nexus of the pandemic and sustainable HRM, identifying the dimensions and extent of research in this topical area of study. Our CEDEL model—complicator–exposer–disruptor–enabler–legitimizer—conceptualizes our understanding of the role of COVID-19 in sustainable HRM. This paper provides a framework from which future studies can benefit when investigating the impacts of COVID-19, and a comprehensive identification of future research avenues.