Purpose COVID-19 has been a big reset to human resource (HR) processes. Organizations’ HR functions around the world have been working hard to effect a response that falls under four main headings: jobs and work continuity; physical health and well-being; need for mental health, resilience, family support and dealing with uncertainty; and remote work. Knowledge of whether and how these responses have been adopted by health organizations or their potential impact is scarce. Design/methodology/approach This paper discusses some of the HR strategies adopted or recommended for adoption by health systems/organizations with specific reference to the aforementioned HR response categories. Findings The evidence available illustrates that the HR responses adopted by health organizations are mostly in line with those adopted by organizations from other sectors, though not without some variances. The findings also suggest that COVID has acted as a “technological catalyst” for HR practices in health organizations. Research limitations/implications The background readings that informed this study also helped to identify some literature gaps that could be addressed by future research and practice. Practical implications The state of the art presented in this paper may be of value to health leaders and health HR managers in further strengthening their responses to both pre-existing and post-COVID people-related challenges. Originality/value This work is timely considering existing literature gaps and the fact that the existing evidence gets outdated quickly as the emergency progresses.

Human resource management-related responses of health organizations to Covid-19

Tursunbayeva, Aizhan
2021

Abstract

Purpose COVID-19 has been a big reset to human resource (HR) processes. Organizations’ HR functions around the world have been working hard to effect a response that falls under four main headings: jobs and work continuity; physical health and well-being; need for mental health, resilience, family support and dealing with uncertainty; and remote work. Knowledge of whether and how these responses have been adopted by health organizations or their potential impact is scarce. Design/methodology/approach This paper discusses some of the HR strategies adopted or recommended for adoption by health systems/organizations with specific reference to the aforementioned HR response categories. Findings The evidence available illustrates that the HR responses adopted by health organizations are mostly in line with those adopted by organizations from other sectors, though not without some variances. The findings also suggest that COVID has acted as a “technological catalyst” for HR practices in health organizations. Research limitations/implications The background readings that informed this study also helped to identify some literature gaps that could be addressed by future research and practice. Practical implications The state of the art presented in this paper may be of value to health leaders and health HR managers in further strengthening their responses to both pre-existing and post-COVID people-related challenges. Originality/value This work is timely considering existing literature gaps and the fact that the existing evidence gets outdated quickly as the emergency progresses.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11367/100978
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