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Published (Version of record)CC BY V4.0, Open Access
Published (Version of record)CC BY V4.0, Open
Journal article
A sensation of COVID-19: How organizational culture is coordinated by human resource management to achieve organizational innovative performance in healthcare institutions
Frontiers in psychology, Vol.13, pp.1-7
29/09/2022
PMID: 36248478
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Abstract
Globally, COVID-19 is a historic health epidemic that shook the entire world, causing immense dread and anxiety since its outbreak. The epidemic has had significant effects on economies, societies, workers, and institutions, including healthcare institutions. This situation began in December 2019 in Wuhan, China where the severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) first emerged. Its rapid spread and degree of health impact prompted the WHO to declare a global pandemic on 11 March 2020 (Hamouche, 2021).
Considering the rapid mode of transmission of the COVID-19 pathogen, several nations implemented a series of non-pharmaceutical countermeasures, including social isolation, to combat its spread. Quarantining people is one of the consequences of these measures, as are temporary closures of schools and universities, including healthcare education institutions and extraneous organizations, as well as travel restrictions, flight cancellations, and restrictions on large public and social events (Gourinchas, 2020; Brodeur et al., 2021; Hamouche, 2021). Such consequences in turn affected the smooth running of healthcare institutions and their grant functionality in terms of human resource management (HRM) staffing, training, performance, health, and safety management including handling relations of employees; organizational culture, and innovative performance.
Human resource management comprises the employment, management, and development of people within organizations (Armstrong and Taylor, 2020) and institutions where healthcare institutions are no exception. COVID-19 has had a considerable impact on healthcare institutions and organizations, posing critical challenges for HRM administrators and professionals, conventional organizational culture, and performance outcomes. Hamouche (2021) claimed that HRM, organizational culture, (OC), and innovative performance (IP) are all distinct concepts that are interdependent and that any changes to one will have an impact on the others. Therefore, the current opinion article presents a commentary (a talk/perspective) on ways that organizational culture is coordinated through human resource management practices to achieve organizational innovative performance to reinforce organizational transformation among healthcare institutions during the pandemic.
Details
- Title
- A sensation of COVID-19: How organizational culture is coordinated by human resource management to achieve organizational innovative performance in healthcare institutions
- Creators
- Yingmin Zhang - Zhejiang Provincial Education Examinations Authority (China, Hangzhou)Philip Saagyum Dare - Monash UniversityAtif Saleem - Zhejiang Normal UniversityCaleb Chidozie Chinedu - Universiti Tun Hussein Onn Malaysia (Malaysia, Johor)
- Publication Details
- Frontiers in psychology, Vol.13, pp.1-7
- Publisher
- Frontiers Research Foundation
- Identifiers
- 991013317526102368
- Copyright
- © 2022 Zhang, Dare, Saleem and Chinedu.
- Academic Unit
- Faculty of Education
- Language
- English
- Resource Type
- Journal article