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Dajnoki K, Pató BSG, Kun AI, Varga E, Tóth A, Kálmán BG, Kovács IÉ, Szabó S, Szabó K, Majó-Petri Z, Dávid LD, Poór J. Impact of the three waves of COVID-19 pandemic on the HR practices of Hungarian organizations-Experience from an empirical study. PLoS One 2023; 18:e0283644. [PMID: 37294801 PMCID: PMC10256187 DOI: 10.1371/journal.pone.0283644] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/31/2022] [Accepted: 03/13/2023] [Indexed: 06/11/2023] Open
Abstract
Over recent decades, the practice of human resource management in the transitional countries of Eastern Europe and in Hungary has changed significantly. Especially in local subsidiaries of foreign-owned companies and in the leading domestic large organizations, HRM has become a strategic function, while in the practice of small and medium-sized enterprises it is less common. COVID-19 hit companies, institutions and individuals unexpectedly, not only in Hungary but also in the more developed regions of the world. This crisis has also highlighted the fact that larger and better prepared organizations and public institutions have found it easier to weather this global human catastrophe. We analyze how the key tasks of HRM have changed during the successive waves, along four hypotheses. Initially, health protection, communication and home-office organization were the focus of the work of human resource professionals. In the second and third waves, securing and retaining staff became more important.
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Affiliation(s)
- Krisztina Dajnoki
- Faculty of Economics and Business, University of Debrecen, Debrecen, Hungary
| | - Beáta Sz. G. Pató
- Faculty of Social Sciences, Eötvös Loránd University, Budapest, Hungary
| | - András István Kun
- Faculty of Economics and Business, University of Debrecen, Debrecen, Hungary
| | - Erika Varga
- Hungarian University of Agriculture and Life Sciences, Szent István Campus, Gödöllő, Hungary
| | - Arnold Tóth
- Faculty of Finance and Accountancy, Budapest Business School, Budapest, Hungary
| | - Botond Géza Kálmán
- Institute of Business, Budapest Metropolitan University of Applied Sciences, Budapest, Hungary
| | - Ildikó Éva Kovács
- Institute of Business, Budapest Metropolitan University of Applied Sciences, Budapest, Hungary
| | - Szilvia Szabó
- Institute of Business, Budapest Metropolitan University of Applied Sciences, Budapest, Hungary
| | - Katalin Szabó
- Hungarian University of Agriculture and Life Sciences, Szent István Campus, Gödöllő, Hungary
| | - Zoltán Majó-Petri
- Faculty of Economics and Business Administration, University of Szeged, Szeged, Hungary
| | - Lóránt Dénes Dávid
- Faculty of Social Sciences, Eötvös Loránd University, Budapest, Hungary
- Institute of Rural Development and Sustainable Economy, Hungarian University of Agriculture and Life Sciences, Gödöllő, Hungary
- Faculty of Economics and Business, John von Neumann University, Kecskemét, Hungary
| | - József Poór
- Faculty of Economics and Informatics, J. Selye University, Komarno, Slovakia
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Ishak NA, Naqshbandi MM, Islam MZ, Haji Sumardi WA. The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic. VINE JOURNAL OF INFORMATION AND KNOWLEDGE MANAGEMENT SYSTEMS 2022. [DOI: 10.1108/vjikms-04-2022-0106] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application.
Design/methodology/approach
This study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships.
Findings
The findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study.
Practical implications
The findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation.
Originality/value
Studies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.
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Changes and Challenges in Human Resources Management: An Analysis of Human Resources Roles in a Bank Context (after COVID-19). SUSTAINABILITY 2022. [DOI: 10.3390/su14084847] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Background: In the coming years, HR in the banking industry will need to play a leading role to develop human capital management, based on people care, evaluation, development, and training. To properly face this change in one of the biggest Italian banks we wanted to contribute to understanding the actual HR areas of change and examine how HR roles are dealing with “being on the frontline” of an unparalleled organisational evolution. Methods: Six focus-group sessions with up to 10 participants per session. Results: The crucial issue that emerged is a profound rupture and crisis that showed the (already existing) fragilities of the HR role interpretation: develop a new synergic relationship with the top management; define a stronger and wider organisational mandate; establish structured moments of discussion between professionals. Conclusion: HR roles in the banking context, especially after the pandemic, entail a high emotional burden related to role assumption. Specifically, our research highlighted the need to discuss the evolution of the HR role with top management, the need for synergies and a definition of the organisational mandate that allows wider participation in terms of decision-making and planning, and finally the need for supervision of HR roles.
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Kim S, Vaiman V, Sanders K. Strategic human resource management in the era of environmental disruptions. HUMAN RESOURCE MANAGEMENT 2022. [DOI: 10.1002/hrm.22107] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/25/2022]
Affiliation(s)
- Sunghoon Kim
- Work and Organisational Studies The University of Sydney Business School Sydney Australia
| | - Vlad Vaiman
- School of Management California Lutheran University Thousand Oaks California USA
| | - Karin Sanders
- School of Management & Governance UNSW Business School Sydney Australia
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Vu T, Vo‐Thanh T, Chi H, Nguyen NP, Nguyen DV, Zaman M. The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis. HUMAN RESOURCE MANAGEMENT 2022. [DOI: 10.1002/hrm.22101] [Citation(s) in RCA: 6] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Affiliation(s)
- Thinh‐Van Vu
- Department of Human Resource Management Thuongmai University Hanoi Vietnam
| | - Tan Vo‐Thanh
- Department of Marketing Excelia, CERIIM & CEREGE (EA 1722) La Rochelle France
| | - Hsinkuang Chi
- Department of Business Administration Nanhua University Chiayi County Taiwan
| | - Nguyen Phong Nguyen
- School of Accounting University of Economics Ho Chi Minh City Ho Chi Minh City Vietnam
| | - Duy Van Nguyen
- Applied School of Banking and Finance Dai Nam University Hanoi Vietnam
| | - Mustafeed Zaman
- Department of Marketing EM Normandie Business School, Métis Lab Le Havre France
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