About this Research Topic
Today’s Human Resource Management (HRM) needs to deploy complex set of competences to deal with different issues threatening organizations’ performance and, even, survival. Moreover, the Covid-19 pandemic set off a situation of rupture with the past, that has made emerge HRM’s fragility and challenges – in part already existing – in an explosive and faster way. Thus, the current scenario can be defined (by all means) in terms of ambiguity, uncertainty, precariousness, instability, and new possibilities as never before.
Changes in the traditional work processes and conditions shaped an environment in which HRM is called to face issues ranging from changes in the way people work and interact in the workplace (rapid digitization, remote and virtual environments, groups and team-working) to the deep representations and meanings related to work, in order to foster productivity, innovation and well-being.
Lately, HRM has been required to face important efforts due to the increasing complexity of organizations and the multidimensional nature of work. Despite all the advancing in HRM studies, the social and economic effects of the COVID-19 crisis put researchers and practitioners in front of a lack of framework, procedures, and tools to guide and support professionals’ adjustment to all the drastic changes happened in the work and social environment.
A broader and interdisciplinary view is required:
• to understand and take on HRM’s changes and challenges.
• to find new and integrated way through which HRM can safeguard well-being, innovation, and productivity in organizations.
The aim of this Research Topic is to provide a constructive and reflexive debate on HRM, bringing together current advances on the topic from a multidisciplinary perspective. Therefore, the Research Topic encourages studies from different domains as psychology, management, sociology, and related fields. We seek both theoretical and empirical (quantitative, qualitative or mixed method approach) studies that may address, but are not limited to, the following main themes.
• Rethinking HRM role: theoretical models, policies, and practices to face new representations and meanings related to work.
• HRM challenges related to productivity, innovation, and well-being at works in an unpredictable work environment.
• How HRM professionals could promote commitment, engagement, emotions in an uncertain, ambiguous (and remote/virtual) work environment.
• Managing groups, collaboration, and virtual teams: a focus on redefining boarders, functions, creative and innovative processes.
• Rethinking diversity management: emerging topics and new management challenges in global uncertainty and disruption.
Keywords: diversity management, COVID-19 crisis, employees perceptions, human resource management, knowledge sharing, employees engagement, collaboration
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