The Impact of New Human Resource Management Practices on Innovation Performance during the COVID 19 Crisis: A New Perception on Enhancing the Educational Sector

Ruba Kutieshat,Panteha Farmanesh

doi:10.3390/su14052872

Abstract

The study aims to investigate the impact of New Human Resource Management Practices (NHRM) on innovation performance mediating by organizational innovation and innovative work behavior in the educational sector during the COVID-19 pandemic. However, experiential proof to determine this relationship is inadequate. Consequently, quantitative statistical tools were implemented in the study. Using data gathered from 450 employees in the Ministry of Education in Amman-Jordan who participated in the online survey the present results indicate that there is a significant positive relationship linking NHRM practices and innovation performance. Additionally, a mediating role of organizational innovation and innovative work behavior was found. Moreover, the results identified that the relation increases more by organizational innovation mediator. Therefore, based on the results, boosting NHRM practices in the Ministry of Education will reinforce managerial implementation, fostering innovative performance. During the COVID 19 pandemic, the cruel challenges obliged the educational sector to use organizational strategies to achieve innovation within the crucial and unpredictable period, which needs practical, swifter technological practices, making it unbeatable, creative, and motivational competitive. Therefore, applying NHRM can present solutions, resolve problems, and enhance innovation among employees during the response time of a crisis. Form, execution and improved environmental sustainability within organizations that rely on permanent innovation are associated with HR practices.

Highlights

The conventional set of human resource management practices as an important source should create a flexible and innovative view to maintain the significant effects in unique organizational strategies that distinguish committed employees, wherever continuous innovation is essential for gaining organizational sustainability
The current study proposes the model that presents the relation interplaying through the two mediators, organizational innovation and innovative work behavior between New Human Resource Management Practices (NHRM) practices and innovation performance during the COVID-19 pandemic
The current study concludes that new human resource management (NHRM) practices are an essential tool in the educational industry

Summary

Introduction

The conventional set of human resource management practices as an important source should create a flexible and innovative view to maintain the significant effects in unique organizational strategies that distinguish committed employees, wherever continuous innovation is essential for gaining organizational sustainability. The competitive and unpredictable situation requires new human resource practices (NHRM) to deal with problems in the organizations to enhance their climate, contribute and heighten innovation performance. This shifts the entire scenario to technological processes such as E-recruitment selection, training, reward systems, employee involvement in decision-making, and teamwork linked strongly with organizational performance and HR outcomes. Few studies exist discussing the links between NHRM and organizational innovation; the literature declares innovation activities need to be a cop in organizations by utilizing NHRM practices that can improve employees’ involvement in new knowledge and the creation [1].

Results

Discussion

Conclusion