A Practical Paradigm Shift in Human Resource Management
DOI:
https://doi.org/10.15678/KREM.2024.1003.0101Słowa kluczowe:
human resource management, paradigm shift, crisis management, people-centeredness, COVID-19, Central and Eastern EuropeAbstrakt
Objective: The paradigm shift taking place in the science of human resource management has resulted in numerous changes in the theory. This process was significantly accelerated by the COVID-19 pandemic. This study shows how new knowledge appears in everyday practice in the countries of Central and Eastern Europe (Austria, Bulgaria, Bosnia and Herzegovina, Czech Republic, Hungary, Romania and Slovakia).
Research Design & Methods: Statistical processing of the data collected in a questionnaire survey shows how conservative crisis management is complemented by measures based on the new approaches organisations are using. In addition to the comparison between individual countries, the study also focuses on the size of the company as a factor determining crisis management decisions. It also examines the validity of general principles such as equal opportunity and difference management, both of which are people-centric principles.
Findings: The results of the survey show that the companies already understand modern theoretical knowledge. Despite this, among the practical measures, conservative responses such as layoffs or wage freezes are still used predominantly. The study draws attention to the need to speed up practical changes and implement the theory in practice.
Implications/Recommendations: The modern understanding and interpretation of HR is not alien or remote from the organisations that responded to our survey. Nonetheless, their implementation of modern HR concepts has been relatively slow.
Contribution: We set out to create an international database that can serve as a basis for future research. We also show that the effect of the HR paradigm shift can already be demonstrated in practice, even if the uptake has been slow. Although the attachment to the past is strong, forward-‑looking crisis management measures that replace previous restrictive solutions are becoming more and more widespread. We hope our study helps modern crisis management in HR take stronger root.
Downloads
Bibliografia
Agarwal, P. (2021). Shattered but Smiling: Human Resource Management and the Wellbeing of Hotel Employees during COVID-19. International Journal of Hospitality Management, 93, Article 102765. https://doi.org/10.1016/j.ijhm.2020.102765
Anastassova, L., & Purcell, K. (1995). Human Resource Management in the Bulgarian Hotel Industry: From Command to Empowerment? International Journal of Hospitality Management, 14(2), 171–185. https://doi.org/10.1016/0278-4319(95)00020-D
Balawi, A., & Wachira, E. W. (2021). HRM Practices on Foreign-owned Companies in Hungary. Modern Management Review, 26(4), 7–24. https://doi.org/10.7862/rz.2021.mmr.21
Becker, W. S. (2011). Are You Leading a Socially Responsible and Sustainable Human Resource Function? People & Strategy, 34(1), 14–23. Retrieved from: https://www.academia.edu/1558480/Are_you_leading_a_socially_responsible_and_sustainable_human_resource_function (accessed: 3.12.2023).
Berke, S., & Kőműves, Z. (2016). Satisfaction, Motivation and Personality Types by Sales Leaders in SME Sector: A Pilot Study. In: A. Csata, E. B. Bíborka, G. Fejér-Király, O. György, J. Kassay, B. Nagy, L. J. Tánczos (Eds), Challenges in the Carpathian Basin. Integration and modernization opportunities on the edges of Europe: 13th Annual International Conference on Economics and Business (pp. 1–16). Kolozsvár, Románia: Risoprint 1.
Clutch. (2023). Top HR Services in Romania – 2023 Reviews. Retrieved from: https://clutch.co/ro/hr (accessed: 5.01.2024).
Constantin, T., Pop, D., & Stoica-Constantin, A. (2006). Romanian Managers and Human Resource Management. Journal of Organizational Change Management, 19(6), 760–765. https://doi.org/10.1108/09534810610708413
Cseh-Papp, I., Szabó, K., Schwarczová, L., & Hajós, L. (2017а). Očakávania a predstavy „z” generation of univerzitných studentoven od trhu práce. Acta Oeconomica Universitatis Selye, 6(1), 23–38.
Cseh-Papp, I., Varga, E., Szabó, K., Szira, Z., & Hajós, L. (2017b). The Appearance of a New Generation on the Labor Market. Annals of Faculty of Engineering Hunedoara: International Journal of Engineering, 15(1), 123–130.
Derksen, M. (2014). Turning Men into Machines? Scientific Management, Industrial Psychology, and the “Human Factor”. Journal of the History of the Behavioral Sciences, 50(2), 148–165. https://doi.org/10.1002/jhbs.21650
Deshpande, S. P., Golhar, D. Y., & Stamm, C. L. (1994). Human Resource Management in the Just-in-Time Environment. Production Planning & Control, 5(4), 372–380. https://doi.org/10.1080/09537289408919508
Douglas, C. E., & Michael, F. A. (1991). On Distribution-free Multiple Comparisons in the One-way Analysis of Variance. Communications in Statistics – Theory and Methods, 20(1), 127–139. https://doi.org/10.1080/03610929108830487
Dunn, O. J. (1964). Multiple Comparisons Using Rank Sums. Technometrics, 6(3), 241–252. https://doi.org/10.1080/00401706.1964.10490181
Economist. (2020). The Coronavirus Crisis Thrusts Corporate HR Chiefs into the Spotlight. The Economist. Retrieved from: https://www.economist.com/business/2020/03/24/the-coronavirus-crisis-thrusts-corporate-hr-chiefs-into-the-spotlight (accessed: 8.10.2023).
Ehnert, I. (2014). Paradox as a Lens for Theorizing Sustainable HRM: Mapping and Coping with Paradoxes and Tensions. In: I. Ehnert, W. Harry, K. J. Zink (Eds), Sustainability and Human Resource Management (pp. 247–271). Springer.
Ehnert, I., & Harry, W. (2012). Recent Developments and Future Prospects on Sustainable Human Resource Management: Introduction to the Special Issue. Management Revue, 23(3), 221–238. https://doi.org/10.5771/0935-9915-2012-3-221
Ehnert, I., Harry, W., & Zink, K. J. (Eds). (2014). Sustainability and Human Resource Management: Developing Sustainable Business Organizations. Springer.
Fayol, H. (1916). General and Industrial Management. Ravenio Books.
Fogel, R. W. (1994). Economic Growth, Population Theory, and Physiology: The Bearing of Long-term Processes on the Making of Economic Policy (NBER Working Paper No. 4638). National Bureau of Economic Research. https://doi.org/10.3386/w4638
Foulkes, K. F. (1975). The Expanding Role of the Personnel Function. Harvard Business Review, 53(2), 71–84.
Gigauri, I. (2020). Effects of COVID-19 on Human Resource Management from the Perspective of Digitalization and Work-life-balance. International Journal of Innovative Technologies in Economy, 4(31). https://doi.org/10.31435/rsglobal_ijite/30092020/7148
Gigauri, I. (2021). Organizational Support to HRM in Times of the COVID-19 Pandemic Crisis. European Journal of Marketing and Economics, 4(1), 16–30. https://doi.org/10.26417/492dnl43d
Greenwood, M. (2013). Ethical Analyses of HRM: A Review and Research Agenda. Journal of Business Ethics, 114(2), 355–366. https://doi.org/10.1007/s10551-012-1354-y
He, J., Mao, Y., Morrison, A. M., & Coca-Stefaniak, J. A. (2021). On Being Warm and Friendly: The Effect of Socially Responsible Human Resource Management on Employee Fears of the Threats of COVID-19. International Journal of Contemporary Hospitality Management, 33(1), 346–366. https://doi.org/10.1108/IJCHM-04-2020-0300
Hegedűs, H. (2012). Paradigmaváltás a humánerőforrás gazdálkodásban. In: J. Poór, M. Karoliny, C. Berde, S. Takács (Eds), Átalakuló emberi erőforrás menedzsment (pp. 418–429). Complex Kiadó.
Hegedűs, H. (2020). The Impact of Digital Transformation on the World of Work and on Human Resource Management. Hadtudomány, 30, 146–153.
Ichsan, R. N., Khaeruman, Santosa, S., Shara, Y., & Liriwati, F. Y. (2020). Investigation of Strategic Human Resource Management Practices in Business after COVID-19 Disruption. PalArch’s Journal of Archaeology of Egypt / Egyptology, 17(7), 13098–13010. Retrieved from: https://archives.palarch.nl/index.php/jae/article/view/5059 (accessed: 27.11.2023).
Ivancevich, J. M., & Glueck, F. W. (1986). Foundations of Personnel / Human Resource Management. BPI Irwin.
Janssens, M., & Zanoni, P. (2005). Many Diversities for Many Services: Theorizing Diversity (Management) in Service Companies. Human Relations, 58(3), 311–340. https://doi.org/10.1177/0018726705053424
Järlström, M., Saru, E., & Vanhala, S. (2018). Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective. Journal of Business Ethics, 152(3), 703–724. https://doi.org/10.1007/s10551-016-3310-8
Kőmüves, Z., Grotte, J., Hollósy-Vadász, G., & Jenei, S. (2021). A pandémia által teremtett szervezeti szintű lehetőségek észlelése különös tekintettel a hr vonatkozásában bekövetkezett változásokra. In: J. Poór, K. Dajnoki, Á. Jarjabka, G. S. B. Pató, S. Szabó, K. Szabó, A. Tóth (Eds), Koronavírus-válság kihívások és HR-válaszok első–második–harmadik hullám összehasonlítása (pp. 63–68). MATE.
Kőmüves, Z., Hopp, A., & Szabó-Szentgróti, G. (2022). Generációs különbségek és motiváció az élelmiszeriparban. Studia Mundi – Economica, 9(2), 37–48. http://doi.org/10.18531/Studia.Mundi.2022.09.02.37-48
Kőmüves, Z., Poór, J., & Karácsony, P. (2022). Vezetői motiváció a munkaerő-megtartás szolgálatában, különös tekintettel a dél-dunántúli régió kis és középvállalkozásaira. Marketing és Menedzsment, 56(2), 72–82. https://doi.org/10.15170/MM.2022.56.02.07
Kőmüves, Z., Szabó, S., Szabó-Szentgróti, G., & Hollósy, V. G. (2022) Munkaerő-gazdálkodási körkép a dél-dunántúli régióban a pandémia idején. Modern Geográfia, 17(3), 13–27. https://doi.org/10.15170/MG.2022.17.03.02
Malatyinszki, S. (2009). A válság hatása az emberi erőforrásokra. Körös Tanulmányok, 12, 65–72.
Malatyinszki, S. (2015). A menedzsment és az értékek. Tudásmenedzsment, 16(1), 51–55. Retrieved from: http://epa.oszk.hu/02700/02750/00037/pdf/EPA02750_tudasmenedzsment_2015_01_051-055.pdf (accessed: 4.04.2023).
Malatyinszki, S. (2020a). A digitális oktatás megélése. ResearchGate, 1–8. EFOP-3.4.4-16-2017-00001. https://doi.org/10.13140/RG.2.2.36400.38408
Malatyinszki, S. (2020b). Experiencing Digital Education by Educators and Parents. ResearchGate. Retrieved from: https://www.researchgate.net/publication/342378259_Experiencing_digital_education_by_educators_and_parents (accessed: 4.04.2023).
Mariappanadar, S., & Kramar, R. (2014). Sustainable HRM: The Synthesis Effect of High Performance Work Systems on Organisational Performance and Employee Harm. Asia-Pacific Journal of Business Administration, 6(3), 206–224. https://doi.org/10.1108/APJBA-03-2014-0039
Mura, L., Barcziová, А., Bálintová, М., Jenei, S., Molnár, S., & Módosné Szalai, S. (2022a). Economic Measures to Recover the Area of Entrepreneurship: A Comparative Analysis Slovakia–Hungary. Scientific Bulletin of Uzhhorod University. Series Economics, 2(60), 15–26. https://doi.org/10.24144/2409-6857.2022.2(60).15-26
Mura, L., Barcziová, A., Bálintová, M., Jenei, S., Molnár, S., & Módosné Szalai, S. (2022b). The Effects of the COVID-19 Pandemic on Unemployment in Slovakia and Hungary. Vadyba Journal of Management, 38(1), 25–35. https://doi.org/10.38104/vadyba.2022.1.03
Mwita, K. (2020). Effects of Corona Virus Pandemic (COVID-19) on Selected Human Resource Management Practices in Tanzania. East African Journal of Social and Applied Sciences, 2(2), 252–259.
Ngoc Su, D., Luc Tra, D., Thi Huynh, H. M., Nguyen, H. H. T., & O’Mahony, B. (2021). Enhancing Resilience in the COVID-19 Crisis: Lessons from Human Resource Management Practices in Vietnam. Current Issues in Tourism, 24(22), 3189–3205. https://doi.org/10.1080/13683500.2020.1863930
Nissan. (2017). Sustainability Report 2017. Nissan Motor Company. Retrieved from: https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2017/SR17_E_All.pdf (accessed: 13.12.2023).
Nutsubidze, N., & Schmidt, D. A. (2021). Rethinking the Role of HRM during COVID-19 Pandemic Era: Case of Kuwait. Review of Socio-Economic Perspectives, 6(1), 1–12. https://doi.org/10.19275/RSEP103
Pató-Szűcs, B., Dajnoki, K., Kovács, K., Kőműves, Z. S., Grotte, J., Szabó, S., Kunos, I., Metszősy, G., Hegedűs, H., Karácsony, P., & Poór, J. (2021). HR’s Response to the Challenges Caused by the Coronavirus Epidemic. Budapest Management Review, 52(8–9), 2–17. https://doi.org/10.14267/VEZTUD.2021.09.01
Pató-Szűcs, B., Grotte, J., Poór, J., & Hollósy-Vadász, G. (2022). A COVID harmadik hullámára adott HR válaszok, különböző tulajdonosi háttér esetén. Új Munkaügyi Szemle, 3(1), 15–26.
Raducan, M., Cristache, N., & Matis, C. (2020). The Role of Human Resource Management in Romanian Pre-university Education during the COVID-19 Pandemic. Proceedings of the International Management Conference, 14(1), 881–886. Retrieved from: https://ideas.repec.org//a/rom/mancon/v14y2020i1p881-886.html (accessed: 15.11.2023).
Schultz, T. W. (1961). Investment in Human Capital. The American Economic Review, 51(1), 1–17. Retrieved from: https://www.ssc.wisc.edu/~walker/wp/wp-content/uploads/2012/04/schultz61.pdf (accessed: 6.12.2023).
Sugimori, Y., Kusunoki, K., Cho, F., & Uchikawa, S. (1977). Toyota Production System and Kanban System Materialization of Just-in-Time and Respect-for-Human System. International Journal of Production Research, 15(6), 553–564. https://doi.org/10.1080/ 00207547708943149
Szabó, K., Szabó-Szentgróti, G., Kőműves, Z. S., & Poór, J. (2021). Koronavírus-válság kihívások és HR válaszok – Magyarország – nemzetközi tapasztalatok 2020–2021. Wolters Kluwer.
Taylor, F. W. (1919). The Principles of Scientific Management. Harper & Brothers. Retrieved from: https://dspace.gipe.ac.in/xmlui/bitstream/handle/10973/41111/GIPE-191173.pdf?sequence=3 (accessed: 7.11.2023).
Ton, A. D., Hammerl, L., & Szabó-Szentgróti, G. (2023). Factors of Cross-functional Team Coopetition: A Systematic Literature Review. Performance Improvement Quarterly, 36(1), 27–40. http://doi.org/10.56811/PIQ-21-0037
Torrington, D., & Hall, L. (1987). Personnel Management: A New Approach. Prentice-Hall. Retrieved from: https://books.google.hu/books/about/Personnel_Management.html?id=WmZoQgAACAAJ&redir_esc=y (accessed: 3.12.2023).
Torrington, D., Hall, L., Taylor, S., & Atkinson, C. (2014). Human Resource Management. Pearson Education Limited.
Ulrich, D. (2014). The Future Targets or Outcomes of HR Work. Individuals, Organizations and Leadership. Human Resource Development International, 17(1), 1–9. http://doi.org/10.1080/13678868.2013.825144
Vatchkova, E. (2000). Human Resource Management in Bulgaria: Hot Problems during the Transition to a Market Economy. In: C. Brewster, W. Mayrhofer, M. Morley (Eds), New Challenges for European Human Resource Management (pp. 267–279). Macmillan Press Ltd. Retrieved from: http://ndl.ethernet.edu.et/bitstream/123456789/51266/1/50%202000.pdf#page=284 (accessed: 4.01.2024).
Walter, V. (2023). Külföldi munkaerő alkalmazása. In: J. Poór, G. Szabó-Szentgróti, G. Hollósy-Vadász, Z. Kőmüves (Eds), Szakemberhiány, munkaerő-megtartás és robotizáció: Problémák és megoldások: Mezőgazdasági szervezetek (pp. 30–35). Magyar Agrár- és Élettudományi Egyetem.
Zaharieva, G., & Sylqa, D. (2020). Personnel Turnover Management Practices in Bulgaria and Kosovo Enterprises. Narodnostopanski archiv, 2, 30–42. Retrieved from: https://www.ceeol.com/search/article-detail?id=959197 (accessed: 5.12.2023).
Zaugg, R., Blum, A., & Thom, N. (2001). Sustainability in Human Resource Management. Institute for Organisation and Human Resource Management, University of Bern, Swiss Federal Office of Personnel. Retrieved from: https://www.researchgate.net/profile/Norbert-Thom/publication/276906300_Sustainability_in_Human_Resource_Management/links/555b312b08ae6943a87945bd/Sustainability-in-Human-Resource-Management.pdf (accessed: 7.11.2023).
Pobrania
Opublikowane
Numer
Dział
Licencja
Prawa autorskie (c) 2024 Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie / Cracow Review of Economics and Management
Utwór dostępny jest na licencji Creative Commons Uznanie autorstwa 4.0 Międzynarodowe.
