Digital Learning Crisis Management Competencies Among Leaders During the Covid-19 Pandemic

Ariffin, Juliza Adira Mohd; Rami, Ahmad Aizuddin Md

doi:10.1007/978-3-030-93921-2_6

Cited by 3 publications

(1 citation statement)

References 31 publications

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“…This is because it can create a chain of command from leaders to other employees to be executed efficiently. Ariffin and Rami (2022) discussed the significance of competencies among leaders in handling crises. These skills are related to the ways leaders work together with their superiors, subordinates, and colleagues efficiently in achieving organisational goals.…”

Section: Leadership Expertise In the Organisationmentioning

confidence: 99%

Development of Crisis Management Competencies: Factors Dominating It. A Case Study of Local Authorities in Malaysia

Muhammad¹,

Ismail²,

Arshad³

et al. 2022

IJARBSS

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Performance improvement in an organisation can be achieved if all competency elements can be strengthened, employees perform their roles efficiently, and services meet the expectations of the management and customers. The competency development process requires continuous supervision and evaluation in order to produce an effective and integrated management system. The research used a qualitative method, in which eight informants participated in this study to discuss the comprehensive development and factors dominating the process. The themes of the study are derived based on participatory observations, document analysis, and interview sessions that have been conducted. The discussion topic is focused on the components that influence the development of crisis management competencies according to their perspectives. The three themes are 1) Enhancement of the transparency of governance and integrity in organisational human resources, 2) Empowerment of organisational learning to drive organisational excellence, and 3) Strengthening the efficiency of organisational governance. Integrity governance with high expertise requires continuous training and development to increase the knowledge, skills, and abilities of employees from time to time. It also assists in enhancing the talents and expertise of employees in related fields as well as improving self-confidence and personality to achieve the objectives of the transparency of governance.

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Section: Leadership Expertise In the Organisationmentioning

confidence: 99%

Development of Crisis Management Competencies: Factors Dominating It. A Case Study of Local Authorities in Malaysia

Muhammad¹,

Ismail²,

Arshad³

et al. 2022

IJARBSS

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Distancing skills in remote work: narratives about HRD managers support organisations

Martins,

Gomes,

Silva

2024

EJTD

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Purpose This paper aims to identify the essential skills required by Human Resource Development (HRD) professionals to effectively respond to the various modes of labour organisation implemented due to the mandatory lockdown imposed by the Portuguese government in March 2020 as well as implications for learning and development (L&D) issues. Design/methodology/approach Data is based on 34 semi-structured interviews with HRD professionals from companies in different activity sectors. Findings The results reveal that the COVID-19 pandemic has brought out the development of socio-emotional skills among HRD professionals such as creativity, improvisation, self-exploration, innovation, collaboration, team spirit, resilience, flexibility, problem-solving, adaptability, priority management, emotional intelligence, social influence, social contact, interpersonal relationships, communication and online learning development. Research limitations/implications It will be interesting for future research to explore “what” and “how” HRD managers are planning, organising and implementing training and development plans to improve the skills of remote workers, which tend to grow in a post-pandemic COVID-19 phase. Practical implications This research emphasises the importance of HRD managers’ role in better coordinating the work of employees who are physically distant from the company. It also highlights the need for different skills required for effective digital HRD, support and monitoring of remote employees. The results provide important inputs to design and implement effective L&D programs for professionals working remotely and to reinforce the HRD role in organisations. Originality/value The research is original for twofold reasons: 1) HRD professionals are usually not trained to manage remote workers, which also means that they probably lack the skills to take the most out of remote working models; and 2) HRD professionals and the HRD function need to address the skills required to successfully implement flexible forms of work organisation as well as to implement adequate L&D policies to answer remote work practices.

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Home-office implementation: challenges and changes in people management

Couto,

Rodrigues,

Lousã

et al. 2024

IJWHM

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PurposeThis paper investigates how organisations responded to the home office imposition during the recent global health crisis and its impacts on people management, detailing the organisational factors crucial for effective home-office implementation.Design/methodology/approachWe used an exploratory design based on a multiple case study with four companies from two contrasting sectors (manufacturing and information technology (IT)). We interviewed a total of 12 managers, including one HR manager (HRms) and two team managers from each company. We also conducted an online questionnaire with open questions, reaching out to 128 home-office workers from the four participating companies. This diverse group consisted of 67 workers from the IT sector and 61 workers from the manufacturing sector. To ensure a comprehensive analysis, we opted for a qualitative approach to examine the data.FindingsFindings enabled detail of the organisational factor of the Belzunegui-Eraso and Erro-Garcés (2020) extended Baruch and Nicholson’s (1997) model into people management issues: organisational culture, team management and human resources management (HRM) practices, as well as the technological support. The results also revealed that people management benefits from the successful home-office implementation, which boosted the digitalisation of human resources (HR) processes.Originality/valueConsidering the lessons learned from the home-office imposition, this research provides original insights into the field by exploring the roles of supervisors and HR managers, in non-health organisations, with different previous remote work experiences, in a recent global disruptive moment, based on a rich qualitative approach. The paper offers concrete guidelines for companies that intend to implement remote work management programs and contributes to deepen the knowledge of home-office experience, offering a model focusing on managers’ roles (HRms and TMs) and HRM practices.

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Digital Learning Crisis Management Competencies Among Leaders During the Covid-19 Pandemic

Cited by 3 publications

References 31 publications

Development of Crisis Management Competencies: Factors Dominating It. A Case Study of Local Authorities in Malaysia

Development of Crisis Management Competencies: Factors Dominating It. A Case Study of Local Authorities in Malaysia

Distancing skills in remote work: narratives about HRD managers support organisations

Home-office implementation: challenges and changes in people management

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