4.2 HRM Under Covid-19
With the coming of Covid-19, the role of HR-department changed drastically. How the function, traditionally being somewhat on the sideline of the action, handled the centrality, divergning roles and ad hoc problem solving seems to be highly important for how organizations and companies have handled the Covid-19 crisis.
Andersen, T. and Hällstén, F. (2015). ’Nordic HRM – Distinctiveness and Resilience’, in Dickman, M.; C. Brewster and P. Sparrow (eds.): Contemporary HR issues in Europe, 3rd. ed. London: Routledge.
Bardoel, A. et al. (2014) Employee resilience: an emerging challenge for HRM. Asia Pacific Journal of Human Resources, 52, 279-297.
Branicki, L.; V. Steyer and B. Sullivan-Taylor (2016). Why resilience managers aren’t resilient, and what human resource management can do about it, in International Journal of Human Resource Management.
Nilakant, V.; B. Walker; K. Rochford and K. van Heugten (2013): Leading in a Post-disaster Setting: Guidance for Human Resource Practitioners, New Zealand Journal of Employment Relations, 38(1): 1-13. "