Abstract
The novel coronavirus, COVID-19 pandemic, has caused numerous unprecedented changes recorded globally in all spheres of life especially in the work place. This has implications and influences on the companies and human resource management (HRM). Organizations have had to respond speedily by reviewing many operational matters and strategies so as to be able to manage the effects of the pandemic. Human resource management (HRM) plays the essential role of helping organisations navigate through both the iffy present and unpredictable future caused by the pandemic lockdown by managing people to cope with stress and to continue working, even remotely, when applicable, so that businesses can go on with their operations. This paper embraced analytical discussion of secondary data and using self-determination theory as its theoretical framework, it assessed the implication of HRM; having knowledge of the effects of autonomy, competence, and interrelatedness in their dealings with employees on sustained HRM development in the pandemic era. The aim of this research is to look into notable human resource management practices developed in the quest to accommodate and tackle the magnitude of HRM challenges faced by organizations during the COVID-19 pandemic and the challenges encountered by employers and employees in imbibing them. The research recommended that HRM should help employees in their quest to develop their competences through trainings, consulting, and coaching as this will help in accomplishing the organizations’ goals and vision in the post COVID-19 pandemic era. An empirical research in this area is advocated to aid long-term HR policy.
Highlights
1.0 INTRODUCTION The COVID-19 pandemic globally impacted hashly on every sphere of life. Organizations and their human resources have had to navigate through the harsh impacts of the pandemic by reviewing many operational matters and strategies to be able to effectively manage the effects of the pandemic (Austin-Egole & Iheriohanma, 2021) but to guarantee that both parties management and employees - are well served beyond the COVID-19 crises period
In this COVID-19 pandemic era, there is need for HR managers to re-modify, re-establish and develop new practices and strategies in line with the digitalisation trend that will enable employees to use advanced technologies as well as update their digital skills since human resource management (HRM) plays the dual role of facilitating and supporting the transformation of the organizations and are saddled with the responsibility of ensuring that the employees are retained by upgrading their skills and abilities (Parry & Battista, 2019)
The objective of this article is to look into both the challenges encountered by HRM as well as notable developments in HRM practices for tackling these challenges in the face of the COVID-19 pandemic
Summary
INTRODUCTION The COVID19 pandemic globally impacted hashly on every sphere of life. Organizations and their human resources have had to navigate through the harsh impacts of the pandemic by reviewing many operational matters and strategies to be able to effectively manage the effects of the pandemic (Austin-Egole & Iheriohanma, 2021) but to guarantee that both parties management and employees - are well served beyond the COVID-19 crises period. Boxall and Purcell (2000) posit that human resource management (HRM) includes anything and everything connected with the management of employment relationships in an organization In this COVID-19 pandemic era, there is need for HR managers to re-modify, re-establish and develop new practices and strategies in line with the digitalisation trend that will enable employees to use advanced technologies as well as update their digital skills since HRM plays the dual role of facilitating and supporting the transformation of the organizations and are saddled with the responsibility of ensuring that the employees are retained by upgrading their skills and abilities (Parry & Battista, 2019). This method adopted is apt for this type of an evaluative and discursive investigation in the social and management sciences (Oke & Ibrahim, 2020)
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