The impact of the COVID-19 pandemic on employee motivation and organisational resilience and the role of strategic HRM: renewal of a resource-based conceptual model

Abstract

PurposeIt has been a tremendous challenge for organisations to navigate and survive the COVID-19 pandemic. This paper proposes a novel multi-level conceptual model, based on the resource-based view (RBV), to address the pandemic crisis and highlight the importance of strategic human resource management (SHRM) in promoting employee motivation and organisational resilience. The paper aims to provide insights and practical guidance for organisations to leverage their internal resources and capabilities to thrive in the post-pandemic landscape.Design/methodology/approachThis paper conducted a comprehensive literature review of the existing research on the impact of the COVID-19 pandemic, SHRM, RBV, job satisfaction, turnover intentions and organisational resilience, covering the main contributors to this research stream and their findings.FindingsThe conceptual model presented in this paper offers five testable propositions to examine the impact of the COVID-19 pandemic on employee motivation and organisational resilience and how organisations can navigate challenging times through SHRM, which enables RBV. It highlights the foundational role of RBV and identifies the resources employed by SHRM as intervening constructs that significantly enhance employee outcomes, including motivation, job satisfaction, turnover intention and organisational resilience.Practical implicationsThe proposed model counsels that organisations need to look beyond the straightforward application of SHRM and should enable the RBV climate to protect and uphold employee motivation and organisational resilience. Finally, measurement and analysis implications are presented for future research opportunities and managerial interventions to mitigate the impact of difficult times such as the COVID-19 pandemic.Originality/valueCurrently, there is a lack of research regarding the conceptualisation of the COVID-19 pandemic and its impact on employee and organisational resilience. Therefore, the proposed model discusses the significance of the alignment of SHRM and RBV as a moderator of the relationships between the impact of COVID-19 pandemic, employee motivation and organisational resilience.

Employee job security and job performance: the mediating role of well-being and the moderating role of perceived organizational support and psychological capital

“…Witte's seminal study (1999) validated that job (in)security is a catalyst for diminishing employee well-being. While the benefits of various employee-related practices were explored in many contexts before the pandemic (Haque, 2023), the pandemic's impacts have posed challenges for all organizations (Charoensukmongkol and Pandey, 2023). The pandemic has significantly altered employee behavior and disrupted work outcomes (Mehmood et al, 2023) and hence, the perceived job security of public sector employees in an emerging Arab country, where the pandemic has altered employment dynamics and made them as vulnerable to job loss as their private sector counterparts, warrants further examination (Mehmood et al, 2022).…”