scholarly journals COVID-19: NEW ORDER FOR EMPLOYMENT RELATIONS AND HUMAN RESOURCE MANAGEMENT

2020 ◽  
Vol 2 (1) ◽  
pp. 216-236
Author(s):  
Foluso Ilesanmi JAYEOBA
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Ad Hoc ◽  
Objective Assessment ◽  
Control Measures ◽  
New Order ◽  
Employment Relations ◽  
Developed Economies ◽  
Long Time

The onset, spread, control measures and the behaviour of society, government and businesses have far reaching implications – social, economic and legal – for the immediate and future of employment relations and human resource management in Nigerian organisations. This chapter, drawing from available COVID-19 literature, ILO and WHO protocols, examined various concerns and challenges posed by ongoing covid-19 pandemic and the regimes of measures which are modeled after developed economies of the world but are at best ad-hoc, panicky, illdigested and their operations execution not based on empirical/objective assessment. COVID-19 has evidently brought job losses and unprecedented changes in work modes and some of the lessons and fallouts may live with us for a long time. Post-COVID-19 economic recovery though expected to be slow will leave the workplace and society with routines and rituals, lessons to learn and corrections to be made, not to avert future pandemics but to manage it in more precise manner with less panic and greater forthrightness

COVID-19

2021 ◽  
pp. 454-475
Author(s):  
Kabiru Ishola Genty ◽  
Foluso I. Jayeoba ◽  
Mike O. Aremo ◽  
Tinuke M. Fapohunda ◽  
Rafiu A. Bankole
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Ad Hoc ◽  
Objective Assessment ◽  
Control Measures ◽  
Economic Recovery ◽  
Employment Relations ◽  
Developed Economies ◽  
The World ◽  
Long Time

The onset, spread, control measures, and the behaviour of society, government, and businesses have far reaching implications—social, economic, and legal—for the immediate and future of employment relations and human resource management in Nigerian organisations. This chapter, drawing from available COVID-19 literature, ILO, and WHO protocols, examined various concerns and challenges posed by ongoing COVID-19 pandemic and the regimes of measures which are modeled after developed economies of the world but are at best ad-hoc, panicky, ill-digested and their operations execution not based on empirical/objective assessment. COVID-19 has evidently brought job losses and unprecedented changes in work modes and some of the lessons and fallouts may live with us for a long time. Post-COVID-19 economic recovery though expected to be slow will leave the workplace and society with routines and rituals, lessons to learn and corrections to be made, not to avert future pandemics but to manage it in more precise manner with less panic and greater forthrightness.

Human Resource Management in the African Context

2021 ◽  
pp. 305-326
Author(s):  
Frank M. Horwitz ◽  
Linda Ronnie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Emerging Market ◽  
Cross Cultural ◽  
Employment Relations ◽  
Policy And Practice ◽  
African Countries ◽  
New Findings

This chapter provides a critical overview of the evolving human resource management (HRM) research context, labor market developments, insights regarding cross-cultural diversity, human resource practices, issues pertaining to the efficacy of adoption of Western and East Asian international HRM, and employment relations in African countries. Given the influence of multinational corporations on the diffusion and development of HRM in African countries, issues pertaining to their influence are critically evaluated. Even with the increasing focus on the Chinese–African HRM nexus, studies on African management or HRM are often country specific, occasionally comparative, and variously suggest that HRM practices follow the convergence perspective, “cross-convergence” perspective, or divergence perspectives. There are still unexplored issues relating to African management or HRM, and new findings could reshape the research agenda, HRM policy, and practice. Though often country or regionally focused, there is evidence of increasing research on HRM issues and mergers and acquisitions, impacts of privatization on HRM, knowledge appropriation, emerging market multinational corporation HRM policy and practice, diversity and cross-cultural management, HIV/AIDS policy implementation issues, sustainable development and corporate social responsibility, and impacts of the institutional and regulatory environment on HRM and employment relations.

scholarly journals Strategic Recruiting: A Human Resource Management Case Study

2010 ◽  
Vol 6 (6) ◽  
Author(s):  
Lynn M. Murray ◽  
Arthur K. Fischer
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Systematic Approach ◽  
Ad Hoc ◽  
Educational Materials ◽  
Complex Organization ◽  
Student Thought ◽  
Management Case Study

This is a Human Resource Management (HRM) case used to encourage student thought and discussion following a class segment on recruiting.  Midwest Education, Inc.: A Human Resource Management Case is used to exemplify many of the human resource problems encountered in a typical complex organization.  It provides history and background of the company, Midwest Education, Inc. (which is closely modeled after a major developer and supplier of educational materials).  The case presents the three major divisions of the company and shows how each is following a different strategy.  With this background, the case presents the current problems which arise as the company seeks to change from ad hoc recruiting practices to a planned, strategically aligned process.  As the case develops, it is seen that corporate headquarters is challenging the HR directors of each of the operating divisions to address recruiting issues through a systematic approach.  Readers are challenged to determine what issues are most pressing during the recruiting process, and to develop comprehensive recruiting plans for the divisions.

scholarly journals COVID-19: The Prospects for Nonprofit Human Resource Management

2020 ◽  
Vol 11 (1) ◽  
pp. 5
Author(s):  
Kunle Akingbola
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Employment Relations ◽  
Call To Action ◽  
Essential Services ◽  
Primary Institutions ◽  
Health And Well Being

This article explores the impacts of COVID-19 on nonprofit employees and human resource management (HRM). The pandemic is wreaking havoc on people’s health and well-being and threatening the primary institutions that support the functioning of society. For nonprofits, COVID-19 is a call to action at many levels. As the devasting impacts of the pandemic evolve, nonprofits have continued to provide essential services and help the vulnerable. At the same time, the impacts of COVID-19 portend serious and potentially crippling strains on nonprofits, which are already overstretched. Since the context in which nonprofits operate is critical to their effectiveness and the outcomes of their employment relations, the impacts of COVID-19 could shape nonprofit HRM and employees’ ability to assist people.

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