Full Name : Jayawardhana Mudiyanselage Lakshika Niroshini
Name with initials : J. M. Lakshika Niroshini
Index number : PCHRM/B6/25A/6179
Human resource management practices during the COVID-19 outbreak
Introduction
[SAMPLE TEXT] In late December 2019, the new and widespread COVID-19 disease
started in China and spread rapidly worldwide, and on March 11, 2020, the World Health
Organization declared it a pandemic. As of August 25, 2020, there were more than 23.3
million confirmed cases of COVID-19, and more than 800,000 deaths were reported
globally. According to a joint statement by the World Health Organization and the
International Chamber of Commerce, COVID-19, with its dual impact on health and the
economy, requires immediate action by governments to minimize its transmission. These
early and effective measures can reduce short-term risks of infection for employees and
reduce long-term costs for trade and the economy of countries. COVID-19 is currently the
most significant global health challenge, and because of its widespread and constant
mutation, it has left organizations with volatility, uncertainty, complexity, and ambiguity. This
pandemic has created many organizational challenges, including business continuity, low
employee motivation, distance working, and unemployment. Personnel is one of the main
factors in any organization's formation, development, and implementation of organizational
operations. Employees' effective performance and interaction ensure efficiency, which
ultimately promotes productivity, sales growth, and profitability and reduces employee
turnover. Therefore, in the current crisis, the safety, health, and well-being of employees are
considered by many organizations [SAMPLE TEXT].
1. Work time flexibility
[SAMPLE TEXT] In late December 2019, the new and widespread COVID-19 disease
started in China and spread rapidly worldwide, and on March 11, 2020, the World Health
Organization declared it a pandemic. As of August 25, 2020, there were more than 23.3
million confirmed cases of COVID-19, and more than 800,000 deaths were reported
globally. According to a joint statement by the World Health Organization and the
International Chamber of Commerce, COVID-19, with its dual impact on health and the
economy, requires immediate action by governments to minimize its transmission. These
early and effective measures can reduce short-term risks of infection for employees and
reduce long-term costs for trade and the economy of countries. COVID-19 is currently the
most significant global health challenge, and because of its widespread and constant
mutation, it has left organizations with volatility, uncertainty, complexity, and ambiguity. This
pandemic has created many organizational challenges, including business continuity, low
employee motivation, distance working, and unemployment. Personnel is one of the main
factors in any organization's formation, development, and implementation of organizational
operations. Employees' effective performance and interaction ensure efficiency, which
ultimately promotes productivity, sales growth, and profitability and reduces employee
turnover. Therefore, in the current crisis, the safety, health, and well-being of employees are
considered by many organizations [SAMPLE TEXT].
2. Online office works
[SAMPLE TEXT] In late December 2019, the new and widespread COVID-19 disease
started in China and spread rapidly worldwide, and on March 11, 2020, the World Health
Organization declared it a pandemic. As of August 25, 2020, there were more than 23.3
million confirmed cases of COVID-19, and more than 800,000 deaths were reported
globally. According to a joint statement by the World Health Organization and the
International Chamber of Commerce, COVID-19, with its dual impact on health and the
economy, requires immediate action by governments to minimize its transmission. These
early and effective measures can reduce short-term risks of infection for employees and
reduce long-term costs for trade and the economy of countries. COVID-19 is currently the
most significant global health challenge, and because of its widespread and constant
mutation, it has left organizations with volatility, uncertainty, complexity, and ambiguity. This
pandemic has created many organizational challenges, including business continuity, low
employee motivation, distance working, and unemployment. Personnel is one of the main
factors in any organization's formation, development, and implementation of organizational
operations. Employees' effective performance and interaction ensure efficiency, which
ultimately promotes productivity, sales growth, and profitability and reduces employee
turnover. Therefore, in the current crisis, the safety, health, and well-being of employees are
considered by many organizations [SAMPLE TEXT].
3. Online training and courses
[SAMPLE TEXT] In late December 2019, the new and widespread COVID-19 disease
started in China and spread rapidly worldwide, and on March 11, 2020, the World Health
Organization declared it a pandemic. As of August 25, 2020, there were more than 23.3
million confirmed cases of COVID-19, and more than 800,000 deaths were reported
globally. According to a joint statement by the World Health Organization and the
International Chamber of Commerce, COVID-19, with its dual impact on health and the
economy, requires immediate action by governments to minimize its transmission. These
early and effective measures can reduce short-term risks of infection for employees and
reduce long-term costs for trade and the economy of countries. COVID-19 is currently the
most significant global health challenge, and because of its widespread and constant
mutation, it has left organizations with volatility, uncertainty, complexity, and ambiguity. This
pandemic has created many organizational challenges, including business continuity, low
employee motivation, distance working, and unemployment. Personnel is one of the main
factors in any organization's formation, development, and implementation of organizational
operations. Employees' effective performance and interaction ensure efficiency, which
ultimately promotes productivity, sales growth, and profitability and reduces employee
turnover. Therefore, in the current crisis, the safety, health, and well-being of employees are
considered by many organizations [SAMPLE TEXT].
4. Health & safety education
[SAMPLE TEXT] In late December 2019, the new and widespread COVID-19 disease
started in China and spread rapidly worldwide, and on March 11, 2020, the World Health
Organization declared it a pandemic. As of August 25, 2020, there were more than 23.3
million confirmed cases of COVID-19, and more than 800,000 deaths were reported
globally. According to a joint statement by the World Health Organization and the
International Chamber of Commerce, COVID-19, with its dual impact on health and the
economy, requires immediate action by governments to minimize its transmission. These
early and effective measures can reduce short-term risks of infection for employees and
reduce long-term costs for trade and the economy of countries. COVID-19 is currently the
most significant global health challenge, and because of its widespread and constant
mutation, it has left organizations with volatility, uncertainty, complexity, and ambiguity. This
pandemic has created many organizational challenges, including business continuity, low
employee motivation, distance working, and unemployment. Personnel is one of the main
factors in any organization's formation, development, and implementation of organizational
operations. Employees' effective performance and interaction ensure efficiency, which
ultimately promotes productivity, sales growth, and profitability and reduces employee
turnover. Therefore, in the current crisis, the safety, health, and well-being of employees are
considered by many organizations [SAMPLE TEXT].
Conclusion
[SAMPLE TEXT] The COVID-19 pandemic posed numerous adverse consequences, such
as economic shock, global health crisis, change in social behaviors, and challenges at the
organizational level to continue business operations. Besides, the strategies included
flexibility, strengthening internal efficiency, talent acquisition, and making innovative
changes based on organizational assessment and needs for smooth business activities.
The appropriate human resource management strategies implementations would increase
employees’ mental well-being, satisfaction, productivity, motivation, and health safety at the
workplace [SAMPLE TEXT].
References
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10.1108/BFJ-07-2020-0664
2. Carnevale, J. B., and Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19:
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10.1016/j.jbusres.2020.05.037
3. Daud, S., Hanafi, W. N. W., Toolib, S. N., and Rajadurai, J. (2020). Employee well-being during
COVID-19 in higher education institution in Malaysia: a case study. Int. J. 3, 1–10.
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