Call for Papers – Special Issue of Personnel Review
The Changing Role of Human Resource Management through Crisis: From Response to Recovery
Guest Editors:
Steve McKenna, Associate Professor of Management, Curtin University, stephen.mckenna@curtin.edu.au
Amy Wei Tian, Associate Professor of Human Resource Management, Curtin University, amy.tian@curtin.edu.au
Kantha Dayaram, Associate Professor Of Human Resource Management And Industrial Relations, Curtin University, Kantha.dayaram@curtin.edu.au
Jane Coffey, Senior Lecturer, Curtin University, jane.coffey@curtin.edu.au
Eileen Aitken-Fox, Lecturer, Curtin University, eileen.aitken-fox@curtin.edu.au
Scott Fitzgerald, Senior Lecturer and Discipline Lead (People, Culture and Organisations), Curtin University, S.Fitzgerald@curtin.edu.au" target="_blank" rel="noopener">S.Fitzgerald@curtin.edu.au
The focus of the special issue
The breadth and scale of changes required by organizations when a global crisis strikes, such as COVID-19, are enormous. However, even though there has been some considerable study of aspects of HRM through crisis and recovery, this research is dispersed (Farndale, et al., 2019; Hutchins and Wang, 2008; Kim, 2020; Liou and Lin, 2008; Premeaux and Breaux, 2007; Varma, 2020; Wang. Et al., 2009; Wooten, 2008). Given that crisis events and situations appear to be increasing, it seems timely to develop our understanding of various aspects of the role of human resource management in crisis and recovery in a more focused manner.
Depending on the nature of any given crisis, organizations will need to move quickly to adjust and adapt in order to maintain continuity. In addition, they will need to think strategically about the implications of crisis for the process of recovery in the context of a changed environment. Human resource management will be a critical element in organizational continuity and recovery. There are likely to be changes to work and working practices, as well as changes to other elements of the human resource management system. This may require HR to develop and implement creative and agile practices and strategies to support employees and the organization and to prepare them for the process of recovery. Such changes may include the enhanced use of technology and technologically based solutions to work, more flexible working practices, new approaches to performance management and, changes to the overall employee experience.
The aim of this special issue is to develop a better understanding of the role of HR, broadly defined, in responding to crisis and organizational recovery. In particular, we are interested in whether the role of HR changes in crisis situations and how, specifically, does it support organizational continuity and recovery. We are also interested in investigations of these issues in different contexts: industries and sectors and, national institutional environments.
We are interested in submissions that are based on rich, qualitative research rather than incremental theory development: research which has engaged HR practitioners in dealing with crisis and recovery situations from which we might extract practical lessons about failure and success. We also welcome submissions that attempt to conceptualize the influence of HRM in crisis and recovery situations, particularly with reference to the employee experience.
Indicative list of anticipated themes/questions/topics.
1. Is HRM important in responding to crisis situations? When and how?
2. Does the employee experience change through crisis and recovery and how has HRM functioned to manage the employee experience in such situations?
3. How has HRM redesigned HR systems through crisis and recovery and, what has been the response of employees?
4. Has the relationship between HR and senior organizational leadership changed through crisis and recovery?
5. What has been the role of professional associations in supporting HR professionals' responses to crisis and recovery?
6. What differences exist in the way HR deals with crisis and recovery in cross-national contexts?
7. How has HR developed initiatives for managing mental health and well-being through crisis and recovery?
8. What HR issues are important the context of remote-working?
9. How has HR reacted in different sectors to crisis and recovery, for example, public, private, not-for-profit?
10. What has been the role of governments in informing HR strategies and actions through crisis and recovery?
11. How have changes to HR practices influenced organizational cultures?
12. Do crises have differential impacts on minorities and/or women as employees?
Deadlines and submissions
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Chidozie Umeh
Teaching Fellow
Queen Mary University of London
BRADFORD
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