Faculty of Economics and Business, University of Debrecen, Debrecen, Hungary.
Faculty of Social Sciences, Eötvös Loránd University, Budapest, Hungary.
PLoS One. 2023 Jun 9;18(6):e0283644. doi: 10.1371/journal.pone.0283644. eCollection 2023.
Over recent decades, the practice of human resource management in the transitional countries of Eastern Europe and in Hungary has changed significantly. Especially in local subsidiaries of foreign-owned companies and in the leading domestic large organizations, HRM has become a strategic function, while in the practice of small and medium-sized enterprises it is less common. COVID-19 hit companies, institutions and individuals unexpectedly, not only in Hungary but also in the more developed regions of the world. This crisis has also highlighted the fact that larger and better prepared organizations and public institutions have found it easier to weather this global human catastrophe. We analyze how the key tasks of HRM have changed during the successive waves, along four hypotheses. Initially, health protection, communication and home-office organization were the focus of the work of human resource professionals. In the second and third waves, securing and retaining staff became more important.
近几十年来，东欧转型国家和匈牙利的人力资源管理实践发生了重大变化。特别是在外国公司的当地子公司和国内领先的大型组织中，人力资源管理已成为一项战略职能，而在中小企业的实践中则不那么常见。COVID-19 出人意料地袭击了公司、机构和个人，不仅在匈牙利，在世界上更发达的地区也是如此。这场危机还凸显了一个事实，即规模更大、准备更充分的组织和公共机构更容易度过这场全球人类灾难。我们分析了人力资源管理的主要任务是如何沿着四个假设在连续几波中发生变化的。最初，卫生保护、沟通和在家办公组织是人力资源专业人员工作的重点。在第二波和第三波中，确保和留住员工变得更加重要。
