This research is unique because it adds to the body of literature advocating the significance of sustainable human resource development for organizational resilience before, during, and after extreme events.
Authors
Katarzyna Piwowar-Sulej, Wroclaw University of Economics and Business, Komandorska 118/120, 53-345, Wrocław, Poland.
Sakshi Malik, Assistant Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Olatunji A. Shobande, Business School, University of Aberdeen, Aberdeen, AB24 3FX, UK; School of Computing, Engineering & Digital Technologies, Teeside University, Middlesbrough, UK.
Sanjeet Singh, Decision Sciences Area, Indian Institute of Management Lucknow, Prabandh Nagar, IIM Road, Lucknow, U.P., 226013, India.
Vishal Dagar, Department of Economics and Public Policy, Great Lakes Institute of Management, Gurgaon, Haryana, India.
Summary
This paper examines the six drivers and twelve detailed practices of sustainable human resource development (S-HRD) before and during the COVID-19 pandemic across different organizations in Poland. The empirical strategy is based on explorative research conducted using surveys in Poland between 2020 and 2021. The results confirm that the surveyed organizations implemented S-HRD practices driven mainly by the expectations of external stakeholders.
They neglected the areas of caring for employees’ well-being and developing environmental awareness before the COVID-19 pandemic. During the pandemic, most companies maintained their approach to S-HRD. This research is unique because it adds to the body of literature advocating the significance of S-HRD for organizational resilience before, during, and after extreme events. Generalizing the results is challenging because the snowball sample has significant restrictions. However, future research may overcome these shortcomings by using larger samples based on probability or random sampling techniques.
Published in: Journal of Business Ethics
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