“Everything Will Be Fine”: A Study on the Relationship between Employees’ Perception of Sustainable HRM Practices and Positive Organizational Behavior during COVID19

Amelia Manuti, Maria Luisa Giancaspro, Monica Molino, Emanuela Ingusci, Vincenzo Russo, Fulvio Signore, Margherita Zito and Claudio Giovanni Cortese
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Amelia Manuti: Department of Education, Psychology, Communication, University of Bari, Palazzo Chiaia Napolitano Via Crisanzio 42, 70121 Bari, Italy
Maria Luisa Giancaspro: Department of Education, Psychology, Communication, University of Bari, Palazzo Chiaia Napolitano Via Crisanzio 42, 70121 Bari, Italy
Monica Molino: Psychology Department, University of Turin, Via Verdi 10, 10124 Turin, Italy
Emanuela Ingusci: History, Society and Human Studies Department, University of Salento, Via di Valesio 24, 73100 Lecce, Italy
Vincenzo Russo: Department of Business, Law, Economics and Consumer Behaviour “Carlo A. Ricciardi”, IULM University, Via Carlo Bo 1, 20143 Milan, Italy
Fulvio Signore: History, Society and Human Studies Department, University of Salento, Via di Valesio 24, 73100 Lecce, Italy
Margherita Zito: Department of Business, Law, Economics and Consumer Behaviour “Carlo A. Ricciardi”, IULM University, Via Carlo Bo 1, 20143 Milan, Italy
Claudio Giovanni Cortese: Psychology Department, University of Turin, Via Verdi 10, 10124 Turin, Italy

Sustainability, 2020, vol. 12, issue 23, 1-17

Abstract: Sustainable human resource management practices represent one of the main organizational strategy to survive and to prosper within the fast-moving current scenario. According to this view, sustainability is strictly linked to the consideration of the unique and distinctive value that each human resource means for organizations. The recent COVID19 pandemic is having a serious impact on organizations and on their employees, it is profoundly changing the working modalities, mainly introducing smart working practices that were showed to have significant consequences on workers’ wellbeing. This study aims to investigate employees’ perception of sustainable HRM in the frame of the COVID19 emergency, exploring if and to what extent perceptions of involvement and organizational support together with individual coping strategies associated with organizational change could influence positive organizational behaviors, namely organizational engagement and extra-role behavior. The research involved 549 participants who completed a self-report online questionnaire encompassing psycho-social measures of the abovementioned variables. Results confirmed the important role played by sustainable HRM practices both for the capitalization of human resources and of organizational performance in a time of great uncertainty and global crisis. Implications for theory and HRM practice development were also discussed.

Keywords: sustainable HRM; coping with change; extra role behavior; smart working; organizational citizenship behavior (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (7)

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