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MBA_19_5369

The document discusses the critical role of Human Resource Management (HRM) during the Covid-19 pandemic, emphasizing the need for a humanistic approach to address employee concerns such as psychological health, job security, and adaptability to remote work. It highlights the shift in HR policies to support employees through flexible work arrangements and maintaining morale, rather than resorting to negative practices like layoffs. Overall, it underscores the importance of human capital as the key driver of organizational success, especially in crisis situations.

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5 views

MBA_19_5369

The document discusses the critical role of Human Resource Management (HRM) during the Covid-19 pandemic, emphasizing the need for a humanistic approach to address employee concerns such as psychological health, job security, and adaptability to remote work. It highlights the shift in HR policies to support employees through flexible work arrangements and maintaining morale, rather than resorting to negative practices like layoffs. Overall, it underscores the importance of human capital as the key driver of organizational success, especially in crisis situations.

Uploaded by

rizmin
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We take content rights seriously. If you suspect this is your content, claim it here.
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Session 1: September 13, 2021 – September 19, 2021

"In the Covid 19 pandemic context, like any other function, Human Resource
management must show why the issues it addresses matter to an organization and
that it has sensible ways to manage them unlike any other average or a typical work
setting" Assess this statement in association with private sector Human Resource
practices.

The human capital is the real asset in any organization since it’s the heart beating in
which all drive to success when associated with other resources like financial, or
intangible resources. Therefore all other resources than human resource make things
possible but only human capital make things happen. The importance of HRM has been
elevated recently especially with the outbreak of coronavirus. The pandemic crisis have
brought psychological health issue due to social isolation among the employees, physical
health uncertainty, job security and future. In actually managing the crises, a more
humanistic approach to HRM can be adopted by treating employees as one of the
company’s most important assets (Adikaram, Naotunna, and Priyankara, 2021).
Unquestionably, these crises posture as many as human resource management challenges,
assigning human resource professionals at the core of managing these catastrophes.

A weak guarding may result in employees having uncertainty and ambiguity with regard
to their direction, resulting in lower involvement and contribution Dharmasiri (2019,
p.220). The health crisis, interruptions to business and production operations through a
lockdown and other state restrictions, financial crisis due to effect on sales and
manufacturing , and the resultant moods of doubt and anxiety among employees have
transformed the HR policies and practices with the requirement of modifying to adapt
with the new requirements such as working from home, social distance and supporting
employees more than ever to maintain positive contribution and overcome the critical
period of Covid-19 pandemic. It addressed to avoid more negative HR practices which
are common during the crisis such as cut down on benefits and welfare, cost-cutting, and
layoffs, rather opted for soft HRM practices and activities such allowing employees to
work from home, overhead cost saving by closing the office premises, keep pay the
remuneration to the employees to cope the financial difficulties.

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One of the strengths of the HR professional is building relationships, and the challenge is
how to continue to build those relationships as the nature of work changes and as the
nature of the HR role changes. Currently HR professionals are trying to keep their
workers productive, motivated, engaged and connected all factors that are moving targets
in the new normal. Many organizations have implemented remote-work policy to offer
different work hours and provide a kind of flexibility that the organization had never
proposed to its workers before.

References

Dharmasiri, A.S. (2019). HRM for Managers: A Learning Guide. 2nd ed., Colombo:
Postgraduate Institute of Management.

Adikaram, A.S., Naotunna, N.P.G.S.I. and Priyankara, H.P.R. (2021), "Battling COVID-
19 with human resource management bundling", Employee Relations, Vol. ahead-of-print
No. ahead-of-print. https://doi.org/10.1108/ER-08-2020-0390

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