REVIEWING THE PANDEMIC AS THE CATALYST FOR RENEWED ORGANISATIONAL AGILITY: THE EMERGING AGENDA FOR HRM ACTIONS

Authors

  • Dr. Neha Chaturvedi Assistant Professor, Gyandeep P.G. Mahavidyalya, University of Rajasthan, Jaipur (Rajasthan), India

Keywords:

Agile management, HRM, pandemic, strategic agility, employee wellbeing, virtual workplace

Abstract

This article examines the effect of coronavirus out-break on organizational responses with special reference to their agility. Strategic agility is the capability to review and constantly renew organizational functions or in entirety.  Though disruptive changes occur on many times on the corporate horizon but the present pandemic has tested and renewed organizational strategy agility in stricter ways. The growing intensity of the pandemic and resultant complexity in business environment has led rising salience of agility. Agility is not just a top-management strategy but applies universally to all functions of management practices, behaviors and skills having a cumulative effect on a firm’s strategy. Research suggests that three major firm characteristics that are key enablers of strategic agility: strategic sensitivity, resource fluidity and collective commitment. Assuming these as the foundation stones, I have identified certain Organisational agile enablers and inhibitors, which coupled with specific skills, and practices are driving agility in HR practices.  I further add some more dimensions to the HR agility based on my keen observations from pandemic struck organizations. This study postulates a précis of skills; behaviours and capabilities agile teams need in order to best contribute to the strategic agility and fine tune HR practices to manage the novel temperament of the pandemic hit workplace.

References

I. Ahammad, M. F., Glaister, K. W., & Gomes, E. (2020). Strategic agility and human resource management. Human Resource Management Review, 30(1), 100700. doi: 10.1016/j.hrmr.2019.100700

II. Cooke, N. J., Gorman, J. C., Myers, C. W., & Duran, J. L. (2012). Interactive Team Cognition. Cognitive Science, 37(2), 255–285. doi: 10.1111/cogs.12009

III. Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource practices contribute. Human Resource Management Review, 30(1), 100693. doi: 10.1016/j.hrmr.2019.100693

IV. Xing, Y., Liu, Y., Boojihawon, D. K., & Tarba, S. (2020). Entrepreneurial team and strategic agility: A conceptual framework and research agenda. Human Resource Management Review, 30(1), 100696. doi: 10.1016/j.hrmr.2019.100696

V. Books

VI. Pichler, R. (2011). Agile product management with Scrum: creating products that customers love. Upper Saddle River, NJ: Addison-Wesley.

VII. Vanderstraeten, A. (2019). Strategic Hrm and Performance: A Conceptual Framework

Additional Files

Published

15-07-2020

How to Cite

Dr. Neha Chaturvedi. (2020). REVIEWING THE PANDEMIC AS THE CATALYST FOR RENEWED ORGANISATIONAL AGILITY: THE EMERGING AGENDA FOR HRM ACTIONS. International Education and Research Journal (IERJ), 6(7). Retrieved from https://ierj.in/journal/index.php/ierj/article/view/2085