Siinviidatu leidis oma koha peamiselt põhjusel, et hoolimata levinud retoorikast sellest, kuidas pandeemia on elu- ja töökorraldust muutnud, kinnitavad minu jõudvad praktikad organisatsioonidest küll muutuseid, kuid kas need ka organisatsioonile ja selle liikmetele kasulikud on, ei tea. Jätkuvalt püütakse keskenduda protsesside standardiseerimisele olukorras, kus väljundi või teadmiste standardiseerimine oleks osalistele viljakam; personalijuhtimise ja -töö praktikates on toimunud järsk tagasilangus ülemus-alluva kontaktides ning suurenenud möödarääkimised; jms. Nüüd siis artikli juurde.


Bridging the strategy and human resource management (HRM) literatures (Boxall, 1992; Roumpi and Delery, 2019), strategic HRM has been broadly defined by Wright and McMahan (1992, p. 208) as “the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals.”

Midagi, mis tundub loogiline, kuid mille kohta igapäevapraktikatest on keeruline tõendeid leida:

Despite the compelling evidence regarding the effects of HRM systems and practices on individual- and organizational-level outcomes, as the unprecedented COVID-19 pandemic emerged, spread and continues to unfold, organizations all over the world were “forced” to reconsider and swiftly adjust the way they manage their human resources (Collings et al., 2021a).

Covid-kriis on inimestega seotud kriis:

After all, as aptly noted by Collings et al. (2021b) “[w]hat sets this crisis apart from previous global crises is that, fundamentally, the COVID-19 crisis is a human one” (p. 2) and, consequently, HRM professionals play a key role in helping employers and employees during this unprecedented situation.

Autori eesmärk:

Specifically, this conceptual paper aims at providing insights regarding two important research questions: What are the “lessons learned” (or the lessons that should be learned) from this HRM crisis that emerged due to the COVID-19 pandemic? and How can these lessons change the future of strategic HRM in building resilient workforces and organizations?

Statistika on … statistika, aga siiski …

This impact can be summarized by some statistics provided by the International Labour Organization (ILO, 2021): during 2020 the total hours worked were reduced by nine percent which is equivalent to 33 million individuals losing their jobs, 81 million deciding to exit the labor market, and approximately 140 million employees remaining in their employment relationship but working fewer or even zero hours.

Justkui Covid-kriisist veel vähe oleks:

In addition, the impact of COVID-19 on organizations does not occur in a vacuum. In tandem with the COVID-19 pandemic, there are several other factors that have influenced business operations at a local, country or global level. […] three important elements that are influencing HRM departments along with COVID-19, namely, Brexit, climate change and technological advancements, are briefly discussed here.


According to Chang et al. (2013), flexibility-oriented HRM systems have two dimensions: resourceflexibility and coordination-flexibility. Resource-flexibility “refers to the range of HRM practices that together enable a firm to acquire and develop human resources for a wide range of alternative uses”, whereas coordination-flexibility “refers to the range of HRM practices that together enable a firm to redeploy those resources quickly and effectively” (Chang et al., 2013, p. 1928).

Kaks mõjukat personalijuhtimise valdkonda:

Two of the most commonly cited HRM functions that are linked to employees’ ability are staffing and training (Delery and Roumpi, 2017; Kehoe and Bentley, 2019; Subramony, 2009).

Ülemus-alluva suhete järsu vähenemise igapäevane ja loogiline tulemus on ebakindluse suurenemine. Kinnitusstruktuuride vähenemisel võib oodata ka turvatunde vähenemist.

Motivation at work, however, is not only influenced by compensation. The COVID-19 pandemic brought attention to one of the most basic motivators: job security. Job security has been defined as an “employee’s expectations about the stability and longevity of their job in an organization” (Lu et al., 2017, p. 30).

Tundub, et mingid mustrid hakkavad ennast ilmutama:

First, statistics indicate a significant percentage of employees nowadays prefer to work remotely (Saad and Hickman, 2021) and the inability to do so would make them consider leaving their employers (Melin and Egkolfopoulou, 2021). Second, research has offered support for the relationship between flextime and various organizational outcomes, such as job satisfaction, absenteeism, productivity, organizational attraction and turnover intentions (Baltes et al., 1999; Gajendran and Harrison, 2007; Thompson et al., 2015). Finally, significant considerations exist regarding the potentially negative relationship between telework and work-life balance due to the blurring and the violations of employees’ work-life boundaries (Allen et al., 2020; Kerman et al., 2021).

Roumpi, D. (2021). Rethinking the strategic management of human resources: lessons learned from Covid-19 and the way forward in building resilienceInternational Journal of Organizational Analysis