A Human Resource Management Practice on Working Remotely During and After the COVID-19 Pandemic

COVID-19 caused great effects on public health and unprecedented losses to economies and labour markets. Companies mostly chose working remotely rather than laying employees off. However, COVID-19 introduced radical changes to all aspects of life. Regarding workplace, human resources practices are not enough for managing behaviour, motivation, and competencies of the employees working remotely. In addition, the workplace's design is not in compliance with regulations newly made by national and international authorities. Towards this end, this chapter discusses the design of the office that will be used during and after pandemic. Meanwhile, the chapter discusses human resources practices that may be employed in order to facilitate the process of working remotely.

Influence of Motivational Human Resource Management Practices on Employee Role Behavior

Based on the perspective of social network, the study of motivational human resource management practice on employee behavior has far-reaching significance for theory and reality. This paper explores the relationship between the two dimensions of motivational human resource management practice and employee role behavior. Mainly use statistical software such as SPSS, AMOS, and HLM to conduct exploratory factor analysis, correlation analysis, regression analysis, and mediating effect analysis of data. It shows Motivational Human Resource Management Practices (MHRMP) is positively correlated with employee behavior; MHRMP is positively correlated with job embeddedness; Job embeddedness mediates the relationship between MHRMP and employee behavior. This paper adopts a cross-level research method, the research level is from the organizational level to the individual level. The discussion of motivational human resource management practice and employee individual behaviors can also provide references for the construction of cooperative human resource practices.

Influence of Motivational Human Resource Management Practices on Employee Role Behavior

Based on the perspective of social network, the study of motivational human resource management practice on employee behavior has far-reaching significance for theory and reality. This paper explores the relationship between the two dimensions of motivational human resource management practice and employee role behavior. Mainly use statistical software such as SPSS, AMOS, and HLM to conduct exploratory factor analysis, correlation analysis, regression analysis, and mediating effect analysis of data. It shows Motivational Human Resource Management Practices (MHRMP) is positively correlated with employee behavior; MHRMP is positively correlated with job embeddedness; Job embeddedness mediates the relationship between MHRMP and employee behavior. This paper adopts a cross-level research method, the research level is from the organizational level to the individual level. The discussion of motivational human resource management practice and employee individual behaviors can also provide references for the construction of cooperative human resource practices.

Human Resource Practice Management for Knowledge Intensive Team: IMPACT on Team Innovation Performance and Substitution Effect of Empowerment Leadership

As an important factor in society development, human resource management is crucial to enhance the effectiveness of an organization. In this paper, the research focuses on the human resource management practice in knowledge-intensive teams, and studies the relationship between knowledge sharing and team innovation performance in combination with the practice of ability improvement, opportunity improvement and motivation improvement, aiming at verifying the various research hypotheses, practical policy suggestions are proposed to improve the enterprises management. A leadership substitution model is used to introduce empowerment leadership as the boundary condition to the analysis framework, and the regulatory effect of the empowerment leadership on human resource management practice and team knowledge sharing are discussed through the method of empirical analysis. The analysis results showed the substitution effect between cross-level empowerment leadership and human resource management practice and proved an alternative role between human resource management practice and empowerment leadership in a knowledge-intensive team, which provides a preliminary research basis for later research. The results fully demonstrate that for knowledge-intensive teams, more targeted human resource management practice is needed as the theoretical support. Based on leadership substitution theory, this study explored the relationship between human resource practice and innovation, trying to extend the reverse effect of leadership substitution theory. A cross-layer model is discussed as the paper distinguished implementation of human resource management practices and perceived human resource management practice.