Navigating The New Normal Of Business With Enhanced Human Resource Management Strategies

Despite the ill effects of COVID-19 and the temporary closure of business operations worldwide, some organizations, such as the food and pharmaceutical industries, are still functioning, and their need to resume operations is dire. Managing the workforce and performing other functions of human resource management, such as recruitment and hiring, is a continuous process, and today’s organizations must be adaptive and careful in employing the practices of human resource management for any unforeseen events that trigger uncertainty and threats to the company’s workforce performance and hinder organizational effectiveness. Navigating the New Normal of Business With Enhanced Human Resource Management Strategies shares effective strategies in human resource management from organizations worldwide to shed light and ideas on how existing organizations have managed to continue their operations in a post-COVID-19 world, as well as how they have enhanced their strategies and prospects for the future. Covering a range of topics such as employee rights, labor markets, and talent management, it is an ideal resource for instructors, administrators, managers, industry professionals, academicians, practitioners, researchers, and students.

Shares effective strategies in human resource management from organisations worldwide to shed light and ideas on how existing organisations have managed to continue their operations in a post-COVID-19 world, as well as how they have enhanced their strategies and prospects for the future.

The global pandemic has changed the various aspects of organizational management and leadership. The challenge to the top, middle and lower level managements brought about by the shift of working conditions and workplace environment is a bit of understatement. Coping with the effect of the pandemic is a critical organizational issue that requires strategic and long-term strategies particularly in the aspects of human resource management. The post-pandemic management requires organization to support its people to navigate the new normal of work, workplace and workplace environment. Truly, the pandemic has transformed the way organization and its people function. With the new normal that has been experienced for the past two years, each organization has its own unique plan and approach to continue to adapt the change. This book contains articles on the reflection of various experts in the areas of management. Guided with the CARL model of reflection, the experts’ views and perspectives focused on the five areas of management such as planning, directing, organizing, staffing and controlling. Learn from the various personal experiences and perspectives of the researchers from the field of management specialization.

This book examines how Human Resource Management and leadership have been affected by the COVID-19 pandemic, what organizations can learn from this, and how these new experiences could be applied in the “New Normal”. The editors of this book have compiled the new knowledge that exists around remote leadership and organizational practices, relative to pre-COVID-19 studies, and the experiences learned during the pandemic. Key discussion themes focus on the role of distance in leadership, organizations and HR, the sustainability aspects involved, innovations and knowledge development achieved, the role of digitalization and new requirements and possibilities for management post-COVID-19. The editors conclude by investigating the strategic processes and factors influencing the “New Normal”. This book will be of great importance for academics, students and practitioners in the fields of Management, Leadership, Human Resource Management, Sustainability, Change Management and Crisis Management.

This book volume crafts an exciting, original account on the changes and requirements on managing human resources within the context of the new normal. Chapters in this book report on current research on the key constructs and processes underlying the management of human resources, both on an organisational strategic level as well as an individual employee level. Chapters compare current research trends in terms of future potential directions for the management of human resources within the context of the new normal. The book also critically evaluates the relevance, applicability and utility of the research findings and theoretical premises in various classical, current and potential emerging issues for research and practice in the smart digital technological world of work for human resource management. This volume approaches the concept of managing human resources with the new normal working context from a number of different angles. The authors have categorized them as conceptualizing human resource management in the context of the new normal (Part I), the critical issues in understanding the dynamics of strategic human resources management (Part II), critical issues in understanding the impact of the new normal on the psychology of employees (Part III), and the impact of the new normal on individuals with special needs (Part IV). The book ends in Part V of the volume, with an integrated reflection and conclusion on emerging issues for research and practice. The primary audience for this book volume is advanced undergraduate and postgraduate students in human resource management, as well as scholars in both academic and new normal working contexts. Human resource management practitioners will also have an interest in this book volume.

In the face of rapid economic developments, globalization, and technological advancements, organizations must adapt to thrive in an ever-changing landscape. Managing Successful and Ethical Organizational Change is a comprehensive guide that explores the vital skills and competencies needed to navigate this complex task. Emphasizing the symbiotic relationship between change and innovation, the book highlights their role in driving the formation of new practices crucial for business survival. Taking a systemic perspective, the book delves into the interplay between an organization's openness to change and its ability to implement successful transformations. It examines the internal and external drivers of change, enabling readers to gain a comprehensive understanding of the forces at work. The multifaceted responsibilities of leaders in managing change effectively are explored, including addressing resistance, fostering employee satisfaction, nurturing relationships, recognizing individual contributions, and resolving conflicts within the context of change. Whether for public or private sector executives, students, or educational staff, the book offers invaluable insights, making it an indispensable resource. Its comprehensive analysis, practical proposals, and scholarly approach position it as an essential tool for academics and professionals in the field of organization and business administration.

Older employees are often seen as an obstacle and not as an opportunity for companies, especially regarding the transfer of knowledge and experience. Effective development and utilization of older professional and managerial employees is an important issue as most organizations are not prepared to tailor their training methods to the needs and preferences of these employees due to negative stereotypes. Managing a rapidly aging workforce and sustaining economic dynamism calls for systematic research to prevent age discrimination due to an incomplete knowledge of older workers and politically challenging policy choices that require strong political commitments, robust management leadership, and social consensus. International Perspectives and Strategies for Managing an Aging Workforce examines the differences in stereotypes of older employees compared to younger employees in companies; analyzes the impact of the aging workforce on retention, productivity, and well-being; and investigates organizational systems, processes, and practices for managing older workers. Covering a range of topics such as retention and retirement, this reference work is ideal for researchers, academicians, practitioners, business owners, managers, human resource workers, instructors, and students.

During the COVID-19 pandemic, employees of maritime and logistics sectors have continued their activities both on shore and on board to complete operations and supply continuity of logistics management in hard times. While organizations worked to provide the best services to customers, the shipping industry suffered by the work-life changes brought by the pandemic. Changes have been felt in talent management in new shipping, changing maritime ethics and affecting the maritime industry psychology, employee motivation, importance of seafarers, and employee rights and responsibilities. The Handbook of Research on the Future of the Maritime Industry presents leaders and managers from maritime and logistics industries, sharing their experiences, new paradigms, practices, and strategies. This book provides practical ideas and strategies to cope with the consequences of the “new normal” in the wake of the global pandemic crisis. Covering topics such as employee rights, occupational safety, and psychological effects, this book is an essential resource for senior executives, leaders and managers, HR professionals, lecturers, business clusters, entrepreneurs, researchers, scholars, academicians, and faculty of higher education.