Changing Human Resources Policies in Companies after the COVID-19 Pandemic
Authors: C. Murat, T. Elifnaz
Abstract:
Today, with globalization, human mobility has increased the interaction between countries significantly, and this contact has also increased the possibility of epidemics, although this contact has moved societies forward in terms of civilization. The coronavirus (COVID-19) epidemic, which caused the most loss of life from these epidemics, quickly swept the whole world with the effect of globalization. The coronavirus epidemic has affected the world economically as well as health problems. While some businesses around the world experienced an extraordinary increase in demand, some businesses temporarily stopped their activities or were forced to do so. Businesses affected by the crisis had to adapt to new legal regulations but had to make changes in matters such as working styles, human resources practices, and policies. One of the measures considered is the reduction of the workforce. The current COVID-19 crisis has created serious challenges for many organizations and has led to an unprecedented wave of termination notices. In this study, examples of companies that were affected by the pandemic process and changed their working policies after the pandemic were examined. This study aims to reveal the impact of the global COVID-19 epidemic on human resources policies and employees and how these situations will affect businesses in the future.
Keywords: COVID-19, human resource management, crisis management, business function.
Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 219References:
[1] O. Kılıç, "Pandemics Throughout History and Their Effects on Society Life," in Reflections on the Pandemic, 2020, p. 17.
[2] C. Sohrabi, Z. Alsafi, N. O'Neill, M. Khan, A. Kerwan, A. Al-Jabir, C. Iosifidis and R. Agha, "World Health Organization declares global emergency: A review of the 1019 novel coronavirus (COVID-19)," International journal of surgery, pp. 71-76, 2020.
[3] N. Ramesh, A. Siddaiah and a. B. Joseph, "Tackling corona virus disease 2019 (COVID 19) in workplaces," Indian journal of occupational and environmental medicine, 24(1), p. 16, 2020.
[4] ILO, ILO Gözlem 2nci Baskı: COVID-19 ve çalışma yaşamı, p. 4, 7 April 2020.
[5] "Beyond containment: health systems responses to COVID-19 in the OECD," 16 April 2020. (Online). Available: https://www.oecd.org/coronavirus/policy-responses/beyond-containment-health-systems-responses-to-covid-19-in-the-oecd-6ab740c0. (Accessed 16 June 2020).
[6] "Coronavirus Updates," (Online). Available: https://www.worldometers.info/. (Accessed 17 April 2022).
[7] J. G. Aguilar Barceló e S. López Leyva, “Mitigating the COVID economic crisis: Act fast and do whatever it takes,” Economía Sociedad Y Territorio, 21(65), pp. 305-314, 2020.
[8] H. Keskin, "The Future of the Sectors and the Change of the Firms," in Reflections on the Pandemicin the Future of the World, Turkish Academy of Sciences Publications, 2020, pp. 441-462.
[9] ILO, “An employers’ guide on managing your workplace during COVID-19,” 2020.
[10] H. Keskin, "The Future of the Sectors and the Change of the Firms in the Post-pandemic Period," Reflections on the Pandemic, p. 441:462, 2020.
[11] A. Hoque, F. A. Shikha, M. W. Hasanat, I. Arif and A. B. A. Hamid, "The effect of Coronavirus (COVID-19) in the tourism industry in China. Asian J. Multidiscip. Stud. 3(1)," Asian Journal of Multidisciplinary Studies, 3(1), pp. 52-58, 2020.
[12] Deloitte Consulting, “Küresel Covid-19 Salgınının Türkiye’de Farklı Kategorilere Etkileri,” 2020.
[13] UNWTO, "Impact assessment of the COVID-19 outbreak on international tourism," 2020.
[14] Statista, “Airline passenger revenue loss due to coronavirus outbreak worldwide in 2020,” 2020.
[15] PWC, 2020. (Online). Available: www.pwc.com/m1/en/publications/COVID-19.html. (Accessed on 8 October 2020).
[16] G. Zhu, M. C. Chou and a. C. W. Tsai, "Lessons learned from the COVID-19 pandemic exposing the shortcomings of current supply chain operations: a long-term prescriptive offering," Sustainability, 12(14), p. 5858, 2020.
[17] T.-M. Choi, “Innovative “bring-service-near-your-home” operations under Corona-virus (COVID-19/SARS-CoV-2) outbreak: Can logistics become the messiah?,” Transportation Research Part E: Logistics and Transportation Review, 140, 101961, 2020.
[18] A. Seric e D. Winkler, “COVID-19 could spur automation and reverse globalisation–to some extent.,” 2020. (Online). Available: https://voxeu. org/article/covid-19-could-spur-automation-and-reverseglobalisation-some-extent
[19] D. Elliott, E. Swartz and B. Herbane, Business Continuity Management: A Crisis Management, 2010.
[20] S. Brammer, L. Branicki e M. K. Linnenluecke, “COVID-19, societalization and the future of business in society,” Academy of Management Perspectives, pp. 1-38, 2019.
[21] W. McKibbin and R. Fernando, "The global macroeconomic impacts of COVID-19: Seven scenarios.," Asian Economic Papers, 20(2), pp. 1-30, 2021.
[22] B. A. Dahik, D. Lovich, C. Kreafle, A. Bailey, J. Kilmann, D. Kennedy, P. Roongta, F. Schuler, L. Tomlin and J. Wenstrup, "What 12,000 employees have to say about the future of remote work.," Boston Consulting Group, 2020.
[23] R. Smith, "How CEOs can support employee mental health in a crisis," Harvard Business Review, p. 2, 2020.
[24] J. Kelly, "Siemens Says That 140,000 Of Its Employees Can Work from Anywhere," 27 July 2020. (Online). Available: https://www.forbes.com/sites/jackkelly/2020/07/27/siemens-says-that-140000-of-its-employees-can-work-from-anywhere/?sh=f8e1a446a44a.
[25] S. Clayton and A. Hoyle, "Help Your Employees," Harvard Business Review, pp. 1-6, 2020.
[26] Z. Aycan e H. Kabasakal, “Social contract and perceived justice of workplace practices to cope with financial crisis,” Group and Organization Management, Vol. 31 No. 4, pp. 469-502, 2006.
[27] "Unemployment Rates, OECD," 24 April 2022. (Online). Available: https://www.oecd.org/newsroom/unemployment-rates-oecd-update-april-2022.htm.
[28] R. Maruf, “Better.com CEO fires 900 employees over Zoom,” 6 December 2021. (Online). Available: https://edition.cnn.com/2021/12/05/business/better-ceo-fires-employees/index.html.
[29] A. A. Tuna e O. Çelen, “İşletmelerin insan kaynakları yönetimi uygulamaları üzerinde COVID-19 pandemisinin etkileri,” OPUS Uluslararası Toplum Araştırmaları Dergisi 16(30), pp. 2710-2759, 2020.
[30] M. Nangia and F. Mohsin, "Revisiting talent management practices in a pandemic driven VUCA environment-a qualitative investigation in the Indian IT industry," Journal of Critical Reviews, 7(7), pp. 937-942, 2020.
[31] Bokolo A. Jnr. and S. A. Petersen, "Examining the digitalisation of virtual enterprises amidst the COVID-19 pandemic: a systematic and meta-analysis.," Enterprise Information Systems, 15(5), pp. 617-650., 2020.
[32] N. Shpak, O. Kuzmin, Z. Dvulit, T. Onysenko and W. Sroka, "Digitalization ofthe marketing activities of enterprises: Case study.," Information (Switzerland), 11(2), p. 109, 2020.
[33] D. V. Semikin, "The business processes digitalization in small enterprises through mathematical modeling," indicators, 5, p. 213, 2019.
[34] N. Iqbal, M. Ahmad, M. M. Raziq e F. M. Borini, “Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception.,” Review ofbusiness management 21(1), p. 48–69, 2019.
[35] C. Johansson e M. Heide, “Speaking of change: three communication approaches in studies of organizational change,” Corporate communications: an international journal, 2008.
[36] C. A. Yue, L. R. Men e M. A. Ferguson, “Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust.,” Public relations review, 45(3), 101779., 2019.
[37] Pipplet, "Top 5 HR Priorities of 2022, According to Gartner," 5 January 2022. (Online). Available: https://www.pipplet.com/top-5-hr-priorities-of-2022-according-to-gartner.