WORK COMMITMENT IN TIMES OF CRISIS: HUMAN RESOURCE MANAGEMENT PRACTICES IN ORGANIZATIONS
Autor (i): Cristina Gabriela Vasciuc (Săndulescu) Bogdan Ştefănescu
JEL: A14, M12
Cuvinte cheie: organization, crisis, work commitment, management
Abstract:
This article ponders on the impact of management practices throughout the COVID-19 crisis on the
work engagement within organizations. Our study thus makes it possible to strengthen, on the one hand, the
existing literature on work commitment, through qualitative methods, and, on the other hand, research focused
on employee engagement within organizations. For this, we chose to carry out a qualitative survey within two
organizations: a reception center for asylum seekers and a multinational organization. To analyze these data, we
used the theoretical framework of work engagement developed by Saks (2006). Our analysis allowed us, first of
all, to observe how organizations managed the employees during the COVID-19 pandemic, which led to the
modification of two main management practices, namely the organization of work and the management of skills.
Second, we realized that these two management practices were closely related to three precursors of work
engagement (Saks, 2006): work characteristics, organizational and managerial support, and reward. Finally, we
could observe that these three precursors had a relationship of mutual influence with the two mentioned
management practices and that they also had an impact on work commitment.
This article ponders on the impact of management practices throughout the COVID-19 crisis on the
work engagement within organizations. Our study thus makes it possible to strengthen, on the one hand, the
existing literature on work commitment, through qualitative methods, and, on the other hand, research focused
on employee engagement within organizations. For this, we chose to carry out a qualitative survey within two
organizations: a reception center for asylum seekers and a multinational organization. To analyze these data, we
used the theoretical framework of work engagement developed by Saks (2006). Our analysis allowed us, first of
all, to observe how organizations managed the employees during the COVID-19 pandemic, which led to the
modification of two main management practices, namely the organization of work and the management of skills.
Second, we realized that these two management practices were closely related to three precursors of work
engagement (Saks, 2006): work characteristics, organizational and managerial support, and reward. Finally, we
could observe that these three precursors had a relationship of mutual influence with the two mentioned
management practices and that they also had an impact on work commitment.
Articol: Fisier PDF
Copyright © UNIVERSITATEA CONSTANTIN BRANCOVEANU. Toate drepturile rezervate.