Article Sidebar

Published
May 31, 2020
Download
PDF
Statistic
Read Counter : 8862 Download : 6198

Main Article Content

Abstract

The COVID-19 pandemic has disrupted the global economy and business, and Human Resources (HR) is at its heart. With the organization now on the cusp of recovery, the role of HR has become even more important. The question is not limited in terms of imagining the impact and role of human resources in the future post-COVID-19. One thing is certain - the pandemic and its inherent effects on business have highlighted the need for adaptability and resilience in today's workforce, accelerated the shift towards a new digital economy, and emphasized the importance of HR in the new normal. This study tries to describe the role of human resource management in an effort to restore organizational performance. This study is a qualitative research using descriptive methods to describe the object under study. The results showed that the role of HRM during the COVID-19 pandemic was very strategic, especially in terms of maintaining the health and safety of workers when returning to work by implementing strict health protocols and also providing guidance and assistance for employees affected by COVID-19 such as downsizing and restructurisation. This research also presents HR transformation in terms of employee performance appraisal using results-based performance methods and the use of technology as a support in job optimization

Keywords

Management Human Resources Pandemic COVID-19

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

In submitting the manuscript to the International Journal of Educational Administration, Management, and Leadership (IJEAMaL), the authors certify that:

  • They are authorized by their co-authors to enter into these arrangements.
  • The work described has not been formally published before, except in the form of an abstract or as part of a published lecture, review, thesis, or overlay journal.
  • That it is not under consideration for publication elsewhere,
  • The publication has been approved by the author(s) and by responsible authorities – tacitly or explicitly – of the institutes where the work has been carried out.
  • They secure the right to reproduce any material that has already been published or copyrighted elsewhere.
  • They agree to the following license and copyright agreement.

License and Copyright Agreement

Authors who publish with the International Journal of Educational Administration, Management, and Leadership (IJEAMaL) agree to the following terms:

  • Authors retain copyright and grant the International Journal of Educational Administration, Management, and Leadership (IJEAMaL) right of first publication with the work simultaneously licensed under Creative Commons Attribution License (CC BY 4.0) that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
  • Authors can enter into separate, additional contractual arrangements for the non-exclusive distribution of the International Journal of Educational Administration, Management, and Leadership (IJEAMaL) published version of the work (e.g., post it to an institutional repository or edit it in a book), with an acknowledgment of its initial publication in this journal.
  • Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) before and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
Author Biographies

E. Nurzaman AM, Universitas Pamulang, Tangerang Selatan, Banten, Indonesia

Magister of Management Program

Azhar Affandi, Universitas Pasundan, Bandung, Jawa Barat, Indonesia

Doctoral Program in Management Science

Andiyanga Udobong, University of Uyo uyo, Nigeria

Department of Foreign languages, Faculty of Arts

Sarwani Sarwani, Universitas Pamulang, Tangerang Selatan, Banten, Indonesia

Doctoral Program in Management Science

How to Cite
AM, E. N., Affandi, A., Udobong, A., Sarwani, S., & hernawan, hernawan. (2020). Implementation of Human Resource Management in the Adaptation Period for New Habits . International Journal of Educational Administration, Management, and Leadership, 1(1), 19-26. https://doi.org/10.51629/ijeamal.v1i1.4

References

  1. Adamy, J., & Overberg, P. (2018). The Loneliest Generation: Americans, More Than Ever, are Aging Alone. The Wall Street Journal.
  2. Bartsch, S., Weber, E., Büttgen, M., & Huber, A. (2020). Leadership Matters in Crisis-Induced Digital Transformation: How to Lead Service Employees Effectively During The COVID-19 pandemic. Journal of Service Management.
  3. Bierema, L. L. (2020). HRD Research and Practice After ‘The Great COVID-19 Pause’: The Time is Now for Bold, Critical, Research. Human Resource Development International, 23(4), 347-360.
  4. Bierema, L. L. (2020). HRD Research and Practice after ‘The Great COVID-19 Pause’: The Time is Now for Bold, Critical, Research. Human Resource Development International, 23(4), 347-360.
  5. Buheji, M., & Buheji, A. (2020). Planning Competency in The New Normal–Employability Competency in Post-COVID-19 Pandemic. International Journal of Human Resource Studies, 10(2), 237-251.
  6. Eoyang, G. H., & Holladay, R. J. (2013). Adaptive Action: Leveraging Uncertainty in Your Organization. Stanford University Press.
  7. Gigauri, I. (2020). Organizational Support to HRM in Times of the COVID-19 Pandemic Crisis. European Journal of Marketing and Economics, 3.
  8. Hamouche, S. (2020). COVID-19 And Employees’ Mental Health: Stressors, Moderators And Agenda for Organizational Actions. Emerald Open Research, 2(15), 15.
  9. Kolata, G. (2020). How Pandemics End. The New York Times.
  10. Martin, A., Markhvida, M., Hallegatte, S., & Walsh, B. (2020). Socio-Economic Impacts of COVID-19 on Household Consumption and Poverty. Economics of disasters and climate change, 4(3), 453-479.
  11. Mattern, J., Vauloup-Fellous, C., Zakaria, H., Benachi, A., Carrara, J., Letourneau, A., ... & Vivanti, A. J. (2020). Post lockdown COVID-19 Seroprevalence and Circulation at The Time Of Delivery, France. PloS one, 15(10), e0240782.
  12. Nasution, D. A. D., Erlina, E., & Muda, I. (2020). Dampak pandemi Covid-19 terhadap perekonomian Indonesia. Jurnal Benefita, 5(2), 212-224.
  13. Sari, D. A., & Musadad, A. (2020, July). Pelatihan Sistem Manajemen K3 dan New Normal Industri di PT. Tein Karawang. In Prosiding Seminar Nasional Rekarta 2020 (pp. 105-113).
  14. Saryono, A. (2010). Metodologi Penelitian Kualitatif dalam Bidang Kesehatan. Yogyakarta: Nuha Medika, 98-99
  15. Sharma, M. K., & Jain, P. K. (2010). Revisiting Flexibility In Organizations: Exploring Its Impact on Performance. Global Journal of Flexible Systems Management, 11(3), 51-68.
  16. Soendari, T. (2012). Metode Penelitian Deskriptif. Bandung, UPI. Stuss, Magdalena & Herdan, Agnieszka, 17.
  17. Sugiyono, P. (2011). Metodologi Penelitian Kuantitatif Kualitatif dan R&D. Bandung: Alpabeta.
  18. Thaha, A. F. (2020). Dampak covid-19 terhadap UMKM di Indonesia. BRAND Jurnal Ilmiah Manajemen Pemasaran, 2(1), 147-153.
  19. Trougakos, J. P., Chawla, N., & McCarthy, J. M. (2020). Working in A Pandemic: Exploring The Impact of COVID-19 Health Anxiety on Work, Family, and Health Outcomes. Journal of Applied Psychology, 105(11), 1234.
  20. Vogel, L. (2018). Medicine Is One of The Loneliest Professions. CMAJ
  21. Yawson, R. (2020). Strategic Flexibility Analysis of HRD Research and Practice Post
  22. COVID-19 Pandemic. Human Resource Development International, 23(4), 406-417.
  23. Yunus, N. R., & Rezki, A. (2020). Kebijakan Pemberlakuan Lock Down Sebagai Antisipasi Penyebaran Corona Virus Covid-19. Salam: Jurnal Sosial dan Budaya Syar-i, 7(3), 227-238.
  24. Yuwono, T., Wiyono, N., Asbari, M., Novitasari, D., & Silitonga, N. (2020). Analisis Pengaruh Efektivitas Kepemimpinan Transformasional dan Kesiapan untuk Berubah terhadap Kinerja Karyawan Wanita di Masa Pandemi Covid-19. Jurnal Ilmiah Mahasiswa Ekonomi Manajemen, 5(3).