Abstract
In today's globalized world, with mandatory changes in the way businesses operate due to COVID-19, the criteria for organizations to be ahead of competitors within a globally competitive environment during pandemic has been—and continues to be—associated with their qualified human resources management strategies and the usage of these resources. The concept of “employee-friendly” human resources management has become clear in our lives in the rapidly changing environmental conditions as a result of COVID-19. In the new normal, the changing dimensions of human resources deeply affect employee motivation while the way of satisfying the employee needs of organizations that have developed with continuous changes are differentiating. Employees, who have been motivated well by their organizations and treated as one of the most important dynamics of the organizations, are keen to seize organizational commitment and adopt the organization vision. Therefore, organizations need to increase responsibilities to ensure employee satisfaction in the remote and flexible working system.
TopIntroduction
It’s not only a moral imperative to offer good benefits and economic security to employees – it’s smart business. When companies have talented and diverse employees who feel secure at work and at home, both people and businesses perform at their best. – Business Roundtable, 2020
The New Coronavirus Disease (COVID-19), which affects the whole world, is a virus that was first identified as a result of research conducted in patients with respiratory symptoms (fever, cough, shortness of breath, etc.) in December 2019 in Wuhan, China (WHO, 2020). Today's world is experiencing a fully-fledged volatility, uncertainty, complexity and ambiguity (VUCA) environment, where the speed and scope of change cannot be determined, and planning and foresight becomes difficult with Covid-19. VUCA is an acronym which means volatility, uncertainty, complexity and ambiguity first used in 1987 and especially based on the leadership theories of Warren Bennis and Burt Nanus (İnal et al., 2021). In complex environments, decision makers make informed predictions about which forces will ultimately change the outcome of critical events, weighing the impact of competitors (Shaffer & Zalewski, 2011). Volatility refers to constant change and the turbulence caused by the speed of change (Michel, 2016). Ambiguity refers to the risk that situations and events may be misinterpreted. This often results in missed opportunities, as it increases suspicion and delays decision making. It requires leaders to consider events from multiple perspectives (Cooke, 2013). Uncertainty is the lack of predictability, the possibility of surprises, and the lack of specific information (Guterman & King, 2014). Ambiguous environments are places where major “dramatic” changes occur frequently. However, in these environments, it is extremely difficult to find the answer to the question of “what will happen in the future” and to prepare for the future, as the past is not always an accurate predictor of the future (Sullivan, 2012). Due to the restrictions and measures, all the countries of the world experienced a sudden change their normal life and entered an aberrant process. Although predictions are made about when the virus will lose its effect (invention of treatment such as vaccines, drugs, etc.), uncertainty continues in this regard. With the Covid-19 process, the world is passing through a period in which the speed and scope of change cannot be determined, planning and forecasting for the coming periods become difficult, economic turmoil is experienced and some businesses are shrinking. Along with the economic fluctuations brought about by uncertainties, there are also changes in living standards. In this process, digital transformation accelerates, changes are experienced in production processes, employee demands, and customer expectations change. All this rapid and uncertain process of change also increases the level of anxiety in people due to both health and changing economic and living conditions. Employees may react negatively if they perceive the threat of job loss (Pelenk, 2020).
Key Terms in this Chapter
New Normal: After the COVID-19 pandemic, companies are trying to adapt to the new normal process, which includes the stages of life returning to normal, by producing innovations or taking precautions. With well-structured measures and usual procedures, daily life and work life define the new normal. Companies now continue by adapting their processes to the 'New Normal' or working from home and continuing without contact. The new normal, which is heard a lot thanks to the coronavirus, is adapting to the conditions and accepting the reality in our lives from now on. After the crisis created by the epidemic, the 'new normal' is to be faced and there will be differences as well.
Work-Life Balance: Work-life balance refers to the harmony of work and private life. This harmony improves the quality of life for both us and our family. Intense competition in the business world often does not allow such a balance to be established in personal/private life. There is a point that is ignored that people who work hard and do not pay attention to their health and do not establish a work-life balance are at risk of exhaustion. Burnout is not a sign of helplessness or dislike for one's job, but the scientific result of one's choices.
Organizational Strategies: Organizations adapt to their environment by implementing strategies formulated by top management. For this, the top management constantly monitors the changes in the environmental conditions affecting the business; It tries to determine what opportunities these changes create or what dangers they bring. Organizations develop and implement various strategies to provide competitive advantage or to maintain the current advantage.
Strategic Human Resources Management: Strategic human resource management; It refers to the link between companies' human resources departments and strategies, goals and objectives. Strategic human resources management refers to the methods applied for businesses to make a difference and stay strong in the competitive environment. To have a say in the competition, not to fall behind the times and most importantly, organizations that have to change in order to survive have to look at their human resources from a strategic perspective. As a matter of fact, in this conceptual study, the concept of strategic human resources management and the perspectives developed regarding the concept are discussed.
Employee-Friendly Organizations: In today’s world, talented, multi-tasking, assiduous, teamwork, committed, motivated and productive employees are essential for a business. In this context, all businesses start to see their employees as the most valuable element and accordingly develop an employee-friendly climate and practices. Employees are the most valuable assets of businesses. According to scientific studies supporting this thesis, it has been observed that “high level of employee satisfaction is achieved, success in financial performance is achieved and these organizations carry less risk” in workplaces that create an “employee-friendly climate” or “work-life balance”. On the other hand, the Quality Management System implemented by successful organizations shows that the way to provide customer satisfaction (external customer) is to make the internal customer (employee), that is, to keep the employees happy.