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1、 Procedia - Social and Behavioral Sciences 235 ( 2016 ) 463 – 472 Available online at www.sciencedirect.com ScienceDirect1877-0428 © 2016 The Authors. Published by Elsevier Ltd. This is an open access article
2、 under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of the organizing committee of ISMC 2016. doi: 10.1016/j.sbspro.2016.11.057 12th International Strate
3、gic Management Conference, ISMC 2016, 28-30 October 2016, Antalya, Turkey Strategic approach to human resources management during crisis Pelin Vardarl?era * a, Istanbul Medipol University, Istanbul,34810, Turkey Abstract
4、 Human Resources Management is one of the most important units of modern firms and organizations. It gains even more importance in times of crises, because it makes up an important dimension of crisis management. It is
5、well known that human resources policies have a great influence on people; therefore, those polices are to bring about humanistic consequences. In this study, possible effects of always looming crises and ways to avoi
6、d or cope with those crises have been examined and presented to readers. The study mainly focuses on the human resources strategies aspect of management at managing crises; and, it compares classical and modern ways t
7、o handle the effects of crises on human capital. © 2016 The Authors. Published by Elsevier Ltd. Peer-review under responsibility of the organizing committee of ISMC 2016. Keywords: Human resources management; Cris
8、is management; Human resources strategies. 1. Introduction Crisis management may be defined as an organization’s acts and behaviors which prepare it to be ready to manage major catastrophic happenings in a safe and effe
9、ctive style (Lockwood, 2005). In the general scope of the study, crisis is taken as only a financial crisis. However, from a human resources perspective, any kind of crisis is important to consider; so, in this study
10、crisis in general will be evaluated. A crisis can be described as a total disruptive event to a partial disruption where people, property, equipment or the environment that may end up effecting company value negatively
11、. It ruins the reputation and upsets stakeholder perception towards the organization. In today’s world, the human resources’ role is ever more important during times of crisis to prevent irreparable damage than it was
12、before. Human resources managers have important role to * Corresponding author. Tel.: +90-536-577-71-99. E-mail address: pvardarlier@medipol.edu.tr © 2016 The Authors. Published by Elsevier Ltd. This is an open acc
13、ess article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of the organizing committee of ISMC 2016.465Pelin Vardarl?er / Procedia - Social and Beha
14、vioral Sciences 235 ( 2016 ) 463 – 472 these standards and comparing them throughout the organization (Dessler, 2013). Human resources management exercises these functions in a more detailed way. It generates sub
15、functions which are crucial to the success of management. Actually, these functions are typical and are the daily activities of the human resources management. Actually, the real role of human resources is a bridge bet
16、ween employer and employees. All the activities which are conducted by human resources serve to this organizational aim. They encompass the processes from the very beginning of recruitment until the job termination. Re
17、alizing these goals and interests, it is neither organizational nor personal but something between the organization's management and employees. As a consequence, there is a decisive move in the treatment and manage
18、ment of human resources in the organization. This will not only give importance to the human resources management, but it will also face serious challenges (Loji?, ?krbi?, there is no company to talk about. Personnel
19、management sees people as input in order to reach desired output determined by the top management. Personnel management does not deal with training, developing employee skills, talent management or career planning. Per
20、sonnel management is more dependent on the top management than human resources is. Whereas human resources has a opportunity and position to discuss strategic issues with the top management, personnel management truly
21、acts as a sub body which fulfils the commands of the top management (Vardarl?er, 2015). As a result, personnel management is a traditional way of managing employees in the organization while human resources management
22、is a modern approach, not to do the same but similar things for the success of the organization. Strategic management is the sum of the decisions and activities which specify and identify the long term performance of
23、an organization (Eren, 2013). Bearing in mind the previously mentioned definition of strategic management, it can be said that strategic human resource management is forecasting, understanding, changing, improving and
24、leading human behavior within the organization in accordance with the strategic plans made by the top management. (Loji?, ?krbi?, & Risti?., 2012). All of the human resources plans should be laid out in a way that
25、the organization can handle management policies and practices smoothly. Human resources strategies may emerge from external reasons like difficulty to meet some future plans or needs. On the other hand, they may come fr
26、om current challenges that the organization faces. HR strategies may be declared by the top management officially, as a part of the organization’s strategic plans and it is often formed in detail by HR department. This
27、 is truly different for each company as the culture and environment of the firms are different from each other. As it was mentioned before, crisis management is the sum of the endeavors to make ready stakeholders t
28、o define, react to, and rescue from crisis incidents. Likewise strategic human resources department processes will be developed cooperatively with other departments in accordance with the organizational goals, values,
29、core capabilities and mission statement of the company to accomplish the efforts towards crisis management. As the understanding of strategic crisis management has emerged in human resources management (HRM) literatur
30、e recently, the focus has primarily been on the administrative standpoints of the human resources bodies (Lockwood, 2005). Currently, there has been a wide range of discussions whether crises strengthen or weaken human
31、 resource’s strategic role in an organization. The last financial crisis, for example, resulted in major changes in general, including the human resource policies of organizations (Mitsakis, 2014). It goes without sayi
32、ng that, HRD has got a critical role at helping and supporting organizations’ plans for emergency situations like a financial crisis (Hutchins, Annulis, & Gaudet, 2008) (Hutchins & Wang, 2009). Therefore, disc
33、arding HRD may be another disaster at preventing or recovering from a crisis and it may ruin all the management efforts of the organizations (Wang, Hutchins, & Garavan, 2009). Nonetheless, many organizations see di
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