HRM Practices Effectiveness Model – example of COVID-19 oriented HRM practices implementation

Abstract

Research Background and Purpose: This study aims to develop and empirically validate the HRM Practices Effectiveness Model, based on the example of COVID-19-specific HRM practices. The research evaluates their impact on job and organizational performance, emphasizing the mediating role of job performance and the moderating effect of crisis severity. The COVID-19 pandemic, a Black Swan event, was used as the example, as it challenged traditional Human Resource Management (HRM) practices, necessitating innovative approaches to ensure organizational survival and performance. Design/Methodology/Approach: A survey-based empirical study was conducted among 378 organizations operating in Poland using the CAWI method. The research employed statistical techniques, including mediation and moderated regression analysis, to test hypotheses. Findings: The analysis confirmed the mediating role of job performance in the relationship between COVID-19-oriented HRM practices and organizational performance, allowing to indicate the HRM Practices Effectiveness Model based on COVID-19 example. Additionally, the severity of the COVID-19 pandemic significantly moderated this relationship, with stronger impacts observed under more severe crisis conditions. Value Added and Limitations: This study advances HRM theory by integrating contingency theory in crisis contexts, emphasizing the alignment of HRM practices with situational demands. It provides empirical evidence for the effectiveness of tailored HRM strategies during crises, highlighting job performance as a critical mediator. Practical implications include guidance for designing flexible HRM practices adaptable to varying crisis intensities. Limitations include the focus on a single country, which may restrict generalizability, and the non-representative sample, warranting further research in diverse contexts and additional moderating variables.