Introduction: Managers’ strong commitment to safety is a key element of successful safety management, culture and climate. Supervisors and Managers have a critical role in providing care, compassion, and support to your staff and identifying when someone may need additional psychological help, especially during the COVID-19 pandemic when employees are under additional stress.
Objective: To study the underlying phenomena of the human resource manager.
Managing people is hard at difficult times
The first objective of this study was to pinpoint and systematize the changes in HR. At the time, the deep lack of knowledge about this virus, combined with the lack of a vaccine or a cure for COVID-19 according to official information presented by the DGS, made strict containment measures necessary, these varying from country to country. The challenge presented to the workforce on a global level by COVID-19 has been unprecedented due to its impact on a key aspect of our existence—the survival of people and organizations. Human resource management (HRM) is recognized as having been assigned the role of implementing the plans defined by the political powers to maintain social distancing (Koirala and Acharya 2020), thus helping to reduce the spread of the virus. Human Resource Managers play an essential role in responding to the needs of workers as regards health and safety but also handling issues of anxiety and stress that are known to be exacerbated by the need for virtual work, long working hours, and the working conditions of the “virtual offices”, which are not always adequate.
Role of Managers in Pandemic Times
The first report on the new coronavirus (SARS-CoV-2) by the World Health Organization (WHO) dates from 21 January 2020 and refers to information which came from the WHO office in China regarding cases of atypical pneumonia of unknown cause, detected in the city of Wuhan. The challenge presented to the workforce on a global level by COVID-19 has been unprecedented due to its impact on a key aspect of our existence—the survival of people and organizations. Human resource management (HRM) is recognized as having been assigned the role of implementing the plans defined by the political powers to maintain social distancing (Koirala and Acharya 2020), thus helping to reduce the spread of the virus. To better understand organizations’ current situation, it is also important to gather workers’ perceptions on these matters. , the COVID-19 pandemic has challenged the maintenance of conventional HRM practices, demanding both conceptual and empirical attention from the scientific community to deal with such challenges.
Management in Developing Countries
Health human resources management during the COVID-19 pandemic has faced three categories of challenges. Although the legal challenges are beyond the manager’s authority, their identification can open a new window for health policymakers to move toward correcting the legal deficiencies and making integrated and unique instructions, regulations and protocols for those organizations with the same conditions. Organizational and personal challenges are among the two other main challenges identified in the present study. Serious attention to these challenges should be considered by health policy makers to be prepared for facing new probable outbreaks and managing the present condition. The integrated comprehensive planning of human resources management for COVID-19 along with supportive packages for the person can be helpful. It is recommended to the health human resources policymakers to plan a comprehensive roadmap for staffing, educating, developing and improving the healthcare workers for the near future.
The primacy of a Company’s Risk Management
Companies are currently undergoing dynamic and complex changes which contribute to complex management problems. The COVID-19 pandemic crisis compounds these changes. The creation of quality company management decreases, directly and indirectly, due to increased operational risk. Managers are required to have the competence to effectively manage an enterprise’s resources, determined by the impact of risk and, increasingly, uncertainty. The competence of human resources management risk was also examined according to biographical variables (i.e., age, sex, seniority, and total seniority). However, regardless of the level at which managers assess risk, they should also be sensitive to uncertainties in considering different decision-making options. A competent manager should consider this option, which is close to the most optimal solution for the change. In the current instability in the environment, the shaping of managers’ risk competencies occurs in the sphere of specificity and indefiniteness. The scope of each sphere depends on factors that affect the functioning of the management staff. The individual components of the environment have a significant impact on enterprise resource management risk competence.
Aftermath of Generation Z in Risk Management
Gen Z, people born in the Internet age, are entering the labour market and soon will be responsible for public administration. Such a situation creates the need to study their professional motivations and competencies. The presence of generation G in the labour market will generate a paradigm shift in the activity of companies and public institutions that will be the employers of these young people. Reconfiguration of the principles of human resource management is necessary so that organizations benefit from the qualities of generation Z—they gravitate towards gamified processes because of mobile-centricity; they are natives of global communication, self-learners, and self-motivators; they appreciate transparency.
Perception and Success of Human Resource Management
Human resource management is a complex organizational practice mostly inspired by two different models: a hard and a soft one. Hard HRM focuses on business-strategic management of people stemming from a rationalistic and militaristic resource-based view of the organizational system. Therefore, HRM is a crucial function within the organizational chart engaged in designing policies and practices to manage people that could best fit the strategic objectives of the organization, thus finally increasing its competitive advantage in the market. In this perspective, human resources are a meaningful part of the asset of the organization together with other kinds of resources (e.g., financial, instrumental). On the other hand, soft HRM, originating from the Human Relations movement, proposes to adopt a “high-commitment” approach to human resources, creating the conditions that might encourage employees to identify with the goals of the organization and to work accordingly to accomplish those goals and therefore fulfilling personal expectations and career goals. Therefore, in a virtuous circle the return on investment made by the organization in training, career management opportunities, and welfare practices would be evident in the organizational success and performance concerning competitors. These HR practices are what the literature defines as “sustainable” namely aimed at balancing the individual prerogatives linked to the need to enhance one’s employability and career success with the organizational goals addressed to win the rivals and to stay competitive in the market.
Contribution of Organizational Trust and Job Insecurity to Employees’ Engagement
The frequent world changes raised by globalization, new technology development, and the increase in migration movements have generated an immensely diversified workforce. To face these challenges, managers started to seek the best strategies to effectively run this mixed environment and implement the leading diversity management policies for human resource management sustainability, which is also considered very constructive in boosting employees’ performance, motivation, satisfaction, as well as their work engagement. Consistently, this paper examines the impact of service companies’ diversity management systems on employees’ engagement and the moderating role of organizational trust and job insecurity in that relationship. Although existing works have investigated the influence of an employee’s job insecurity on his or her perceptions or attitudes, those studies relatively have paid less attention to its influence of it on employee’s behaviours, as well as to its intermediating mechanisms of the relationship between job insecurity and the behaviours. Considering those employee behaviours substantially influence various organizational outcomes, I believe that studies which examine the impact of job insecurity on the behaviours, as well as its underlying processes, are required. I expected that it would contribute to job insecurity literature by delving into elaborate underlying mechanisms between job insecurity and organizational citizenship behaviour. The findings of this study suggest that an employee’s trust in his or her organization and identification with it function as intermediating processes which explain the relationship. I believe that it has theoretical and practical implications for the literature.
Human Resource Management as a tool for the intergenerational cooperation and sustainable business
As for human resources, the period before the COVID-19 pandemic can be characterized as relatively stable with a low unemployment rate, while stereotyping in the employment of different age groups subsided. With the arrival of COVID-19, organizations have begun to lay off employees 50+, the employee turnover has increased, the demands of employees and organizations have changed, and the scissors in the number wages and salaries for both sexes and most positions are widening. These findings may help reduce intergenerational conflicts, mitigate ageism in companies, and support the willingness to share knowledge among employees. The system approach was implemented to identify possible factors influencing the process mentioned above, namely the improvement of HR marketing, the stabilization of the internal environment, the knowledge continuity, and the acquisition of qualified employees, which is becoming increasingly complicated not only in agriculture and forestry.
Transformational Leadership and Employee Job Satisfaction
The perceived employee relations climate partially mediated the relationship between transformational leadership and employee job satisfaction. Subordinate gender moderated the relationship between transformational leadership and the perceived employee relations climate. In addition, the indirect relationship between transformational leaders and employee job satisfaction via perceived employee relations climate was moderated by subordinate gender, and this indirect relationship was stronger for male subordinates. This study offers a new account of the mechanisms of transformational leadership and clarifies a boundary condition for its effectiveness. Subordinate gender moderated the relationship between transformational leadership and the perceived employee relations climate. In addition, the indirect relationship between transformational leaders and employee job satisfaction via perceived employee relations climate was moderated by subordinate gender, and this indirect relationship was stronger for male subordinates.
Inventory Management and Its Gains
Global economic integration is a major trend in international economic development which in recent years has brought rare opportunities and serious challenges to enterprises. To win in the competition, enterprises have to improve their shortcomings in a lot of ways. The price of product enterprises was reduced on the one hand through a variety of effective management tools and technology to cut costs and on the other hand through the aspect of using effective enterprise information management tools. After the system is optimized, the processing efficiency is higher, and the inventory can be optimized to promote resource conservation. The purpose of building an information management platform for enterprises is to improve long-term management concepts, establish an optimized resource management system, better optimize the allocation of enterprise resources, and enhance core management capabilities. The multifunctional data analysis capability of the ERP system is used to realize the optimization of the budget.
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