Human Resource Working Through COVID-19 3 Annotated Bibliogr ✓ Solved

Human Resource Working through COVID- 19 3 Annotated Bibliography

1. Remote Working Plan (Telework) Smith, S. A., Patmos, A., & Pitts, M. (2018, January). Communication and teleworking: a study of communication channel satisfaction, personality, and job satisfaction for teleworking employees. International Journal of Business Communication., 55 (1), 44-68. doi:10.1177/. Purpose: The purpose of this article is to study the level of job satisfaction that employees receive while using various types of channels for communication. The study compared this satisfaction between traditional in-office work and working from home and the benefits and disadvantages that teleworking offers regarding family, commute, and ability to master the office systems from a home environment. Finding: Smith and his colleagues found that there is a positive relationship regarding the level of job satisfaction among people who telework. Relevance: As a result of the COVID-19 pandemic health crisis and subsequent declaration of a national emergency, Army's leaders maximized the conditional use of telework in an effort to prevent the spread of the virus. This has affected me directly as I work for the Army and have had to self-quarantine and telework from home for two weeks due to travel. First considered a short-term measure, many across the federal community are now planning for and considering the long-term implications of telework combined with a measured approach to safely return to the workplace.

2. Managing Employee Communication Massey, J. E. (2001). Managing organizational legitimacy: communication strategies for organizations in crisis. Journal of Business Communication., 38 (2), . doi:10.1177/ Purpose: Using a quasi-experiment, this study tested organizational legitimacies relating to crisis management response to determine if the effects produce better legitimacy. Finding: Massey found that when managing organizations in crisis, if leadership is consistent with communication then the crisis-response consistency will produce differing effects on organizational legitimacy (Massey, 2001). Relevance: Communication is especially valuable to assess the applicability and effectiveness of telework throughout the workforce, and my job is no exception. We are constantly asked to communicate with our immediate supervisors and leaders to better understand the decisions that are being made and so they can also understand our candid thoughts, honest opinions, and the unique challenges each of us face in this environment.

3. Talent Acquisition and Retention Suseno, Y. (2017). The war for talent: human capital challenges for professional service firms. Asia Pacific Business Review, 23 (2), . doi:10.1080/.2017. Purpose: This study looks at the distinctive characteristics of service firms as related to the concept of knowledge in the professional workforce. It provides an in-depth view into the challenges faced by organizations regarding talent acquisition in an increasingly competitive market. Finding: The finding is that talent management challenges are contingent upon leadership capability. This relates to employee autonomy, the organization’s revenue and profitability, management knowledge, and employee mobility. Relevance: Since my job entails helping Soldiers, there is a need for talent whose responses are expressed positively during COVID. New employees need to be vetted to maintain safety for Soldiers and their families, as well as improved morale in this environment. The talent that is brought on will be essential for valuable face-to-face interactions and mentoring in socially distanced environments as well as challenges with training and onboarding new employees.

4. Implementation of Preventative Measures Rezende, G. C. (2020, May). Brazilian government takes tax measures to support the economy against COVID-19. International Tax Review. Retrieved August 15, 2020 Purpose: The purpose of this article is to review the Brazilian government’s tax policies taken as a response to COVID-19. It addresses import and federal excise tax, custom clearance changes, and postponement of payment of federal taxes and ancillary tax obligations. Finding: Rezende’s finding is that the duty import and tax changes apply only to antiseptic medical protective equipment and have been used for blood transfusion and other pharmaceutical products. The article outlines the need for a six-month tax holiday that ended in September 2020. Relevance: This is relevant now because in our country we are still grappling with an uptick of cases, and some people remain out of work. The President of the United States has been floating the idea of a tax holiday for Americans since recent Stimulus talks have stalled. Many small businesses recently received assistance from the Government to help deal with the crisis and pay their employees.

5. Handling of Sick Leave and/or Time Off Gornick, J. (2015). Leave policies in challenging times: what have we learned? What lies ahead? Community, Work & Family., 18 (2), . doi:10.1080/.2015.. Purpose: This article looks at organizational leave policy during challenging times. In particular, the researcher examined three areas: persistent gender disparities regarding taking leave, unintended consequences of doing so, and the emphasis needed for good leave policy in the organization. Finding: Gornick found that leave policy is being expanded. She identified that women are incentivized to return to work early while men are encouraged to take on more responsibility. The study concluded that children of employees benefitting from great leave policies showed improved infant health. Relevance: This is especially relevant for me because although I have only accumulated a few leave days, the leave during the pandemic is very different. The Department of Defense recently provided an exception to policy for civilian employees to extend the time that accumulated leave can be used due to COVID-19. COVID has affected travel, and without this extension, many people would lose their leave.

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The COVID-19 pandemic has shifted the landscape of human resources significantly. Many organizations have had to adapt their human resource strategies to accommodate remote work, enhance communication, and manage employee well-being in unprecedented circumstances. The transition to telework has brought about both challenges and opportunities. Studies such as that by Smith et al. (2018) reveal a positive correlation between teleworking and job satisfaction, particularly as it allows for better work-life balance and minimizes daily commutes. Given the circumstances, organizations, especially in the military sector where I work, have seen the need to rapidly scale up telework capacities to maintain productivity and safeguard employee health.

The management of employee communication has emerged as a crucial competency within human resource management during this global crisis. Massey (2001) discusses how consistent communication and transparency are vital for maintaining organizational legitimacy during crises. For organizations, ensuring that employees are aware of changes, safety measures, and support systems in place can enhance trust and engagement. Within my workplace, frequent communication with supervisors has helped employees voice their concerns and feel valued amidst the uncertainties of the pandemic.

As organizations navigate the challenges posed by the pandemic, a focus on talent acquisition and retention remains pivotal. Suseno (2017) highlights the ongoing “war for talent,” which is especially relevant in today’s labor market where many people are reconsidering their professional paths. The responsibility of human resources is to ensure that new employees are integrated effectively while maintaining safety protocols. The emphasis on face-to-face interactions is still present, as they foster critical mentoring relationships essential for professional growth. In an environment that relies heavily on technology, the delicate balance between remote engagement and personal connection becomes increasingly important.

Moreover, organizations must also address the economic ramifications of the pandemic, as discussed by Rezende (2020). Tax policy adaptations and government assistance have had considerable impacts on small businesses and their ability to retain employees. Understanding these dynamics is essential for human resource professionals to develop strategies that not only comply with regulations but also support employees navigating financial challenges. A proactive approach to assisting employees with their financial health can foster loyalty and employee satisfaction, which are crucial in retaining talent during times of uncertainty.

Lastly, the importance of flexible leave policies cannot be understated. Gornick (2015) emphasizes that organizations must tailor their leave policies to support employees during challenging times, addressing disparities and ensuring equitable treatment. The COVID-19 pandemic has highlighted the need for policies that are adaptable and considerate of individual circumstances. For instance, the Department of Defense's decision to extend leave policies during the pandemic offers employees critical support as they manage personal and family crises that have arisen due to the pandemic.

In conclusion, working through COVID-19 has underscored the multifaceted role of human resources in shaping organizational responses to crisis. The transition to remote work, the importance of effective communication, talent acquisition and retention strategies, compliance with financial assistance measures, and the enforcement of flexible leave policies are integral to supporting employees and ensuring continuity in business operations. Human resource professionals must continue to evolve and adapt their strategies to meet the changing needs of the workforce and the operational demands of their organizations.

References

• Gornick, J. (2015). Leave policies in challenging times: what have we learned? What lies ahead? Community, Work & Family, 18(2), doi:10.1080/.2015..
• Massey, J. E. (2001). Managing organizational legitimacy: communication strategies for organizations in crisis. Journal of Business Communication, 38(2), doi:10.1177/
• Rezende, G. C. (2020, May). Brazilian government takes tax measures to support the economy against COVID-19. International Tax Review. Retrieved August 15, 2020
• Smith, S. A., Patmos, A., & Pitts, M. (2018, January). Communication and teleworking: a study of communication channel satisfaction, personality, and job satisfaction for teleworking employees. International Journal of Business Communication, 55(1), 44-68. doi:10.1177/
• Suseno, Y. (2017). The war for talent: human capital challenges for professional service firms. Asia Pacific Business Review, 23(2), doi:10.1080/.2017.