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Review

Role of Information Systems in Effective Management of Human Resources during the COVID-19 Pandemic

by
Vishnupriya Selvaraj
1,* and
Santhi Venkatakrishnan
2
1
Research Scholar, Department of Management Science, PSG College of Technology, Coimbatore 641004, Tamil Nadu, India
2
Head, Department of Humanities, PSG College of Technology, Coimbatore 641004, Tamil Nadu, India
*
Author to whom correspondence should be addressed.
Systems 2023, 11(12), 573; https://doi.org/10.3390/systems11120573
Submission received: 11 October 2023 / Revised: 3 November 2023 / Accepted: 20 November 2023 / Published: 11 December 2023
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Abstract

:
Employees and employers were thrown into uncertainty and chaos during the period of the COVID-19 pandemic, where they had no clear idea of exactly what they should do. Human resource managers operated in crisis mode since the beginning of the pandemic, that is, from 2020 to the first half of 2021. In this period, human resource managers sorted out the possibilities and probabilities on how employees could work from home and formulated strategies for providing them with extra mental and physical care, and they worked harder than ever on corporate-level initiatives to maintain the operations of their companies. The function of Human Resource (HR) has fundamentally changed as businesses have adapted to a new normal and the dust continues to settle. Throughout the pandemic, non-clinical organizations faced uncertain challenges, strategies, and had to make unique decisions regarding human resource management. There have been a variety of detrimental consequences associated with the COVID-19 pandemic, including economic shocks, global health crisis, changes in social behaviors, and challenges for businesses in sustaining their operations. The role of information systems in the management of human resources during the COVID-19 pandemic has been studied in this research. After gathering 400 records from credible publications, duplicates were removed, inclusion and exclusion criteria were used, and 130 papers were finally included in this research. By analyzing the selected papers, it was found in this study that organizations need to be flexible, improve their internal efficiency, acquire talent, and implement innovative changes based on organizational needs in order to ensure smooth business operations. It is possible to improve employees’ mental health, satisfaction, productivity, motivation, and workplace health and safety by implementing appropriate human resource management strategies and innovative information systems and IT tools. A conceptual model that establishes relationships between variables is also presented as an outcome of this research.

1. Introduction

Organizations around the globe have been disturbed by the COVID-19 pandemic, forcing human resource management (HRM) specialists to adapt and deploy cutting-edge ways of handling the problems brought out by this unprecedented disaster. During the pandemic, HRM was essential for managing the workforce and ensuring that key HR tasks ran smoothly. Human resource managers play a crucial role in hiring [1] managing employee performance and developing effective strategies for supporting employees during the COVID-19 pandemic [2]. They seek innovative and creative solutions to address employees’ problems, maintain their health, and establish reliable management strategies [3,4]. Given the exceptional circumstances and changing economic landscape, managing human resources requires deep thinking and flexibility [5].
During the COVID-19 pandemic, many organizations changed their traditional organizational approach and way of communication and adopted IT (information technology) tools for organizational communications due to restrictions and prohibitions such as working from home, prohibition of social gatherings, prohibition of face-to-face meetings, and much more. IT tools, information systems, and their necessity for the employees were considered prior to the change in working conditions during the pandemic. Tools such as Microsoft Remote Desktop, Zoom, Microsoft Teams (MS teams), and Team Viewer were preferred for communication [6]. These tools played a vital role among HR practitioners, as they could use them to manage, monitor, support, guide, and communicate with employees. HRM strategies such as visual coffee breaks, virtual socialization, virtual lunch breaks, etc., had significantly impacted the employee performance of the employees [7]. Although some small companies and organizations failed to adapt to digital assistance and the implementation of IT tools and to change their traditional organizational functions due to deficiencies in finances, many organizations were sustained through the incorporation of IT tools into their HR functions. This practice of combining organizational functions with available technological assistance is called an Information System (IS). In this research, the adaptation of Information Systems (ISs) as a process through which HRM practitioners made use of technological tools to communicate and interact with employees during COVID-19 pandemic has been analyzed.

1.1. Research Objectives

The COVID-19 pandemic impacted organizations’ functions and operations—mainly HRM practices—between the period 2020 and 2023 (the last three years). Human resource management professionals adopted information systems as a major approach for monitoring and enabling interactions between the upper management and employees, for reviewing performance through virtual appraisals, for conducting meetings, and much more. Thus, in this research, the role of the use of ISs through IT tools in effective HRM during the COVID-19 pandemic will be examined.

1.2. Research Purpose and Rationale

Although there are several studies on the impact of COVID-19 on HRM, studies on the utilization of ISs in assisting in HRM through IT tools have not been carried out by many authors. Thus, to close this gap, the authors of this study have attempted to review the literature on using IT tools in information systems during the COVID-19 pandemic in order to carry out the human resource management functions. The HR strategies adapted in carrying out various HRM functions during the COVID-19 pandemic, such as planning and recruitment, performance evaluation, training and development, compensation and benefits, employee engagement and communication, and employee wellbeing and personal support, have been examined in the literature review. Organizations can learn more about practical methods for controlling their workforce and preserving workers’ productivity and well-being in emergency situations by looking at these strategies.

2. Research Methodology

Secondary data were collected in this research from journals indexed by reputed databases, namely, EBSCO (Elton B. Stephens Company, Ipswich, MA, USA), JSTOR (Journal Storage), Google Scholar, Springer, NLM (National Library of Medicine), and many more. Only articles that were relevant to the research problem and written in English were included, whereas any irrelevant articles (those that had similar topics but did not have the same research purpose or objectives) and articles in languages other than English were excluded from this analysis. The quality assessment process involved reviewing the collected papers and determining their eligibility for inclusion in the literature review. The search strategy involved combining important keywords related to HR strategies using Boolean operators (AND, OR) to generate relevant results. The keywords were related to various aspects of HR strategies, including planning and recruitment, training and development, performance appraisal, compensation and benefits, and employee well-being, thus providing a comprehensive understanding of these topics in organizational settings. Figure 1 presents the process through which articles were screened in this research.
From Figure 1, it is evident that the number of articles identified through searching the databases in the initial stage was 400. There were 137 duplicates. After elimination of the duplicates, there were 263 articles (n = 263), and screening of articles with title and abstract alone (n = 18) resulted in 215 articles (i.e., n = 400-263-18). The articles were further reduced to 109 (99 articles were found to be inaccessible and 7 articles were not in the English language). In addition, 21 more articles that were fully accessible and written in the English language were added from the references of the shortlisted articles, producing a total of 130 articles. Therefore, as per the PRISMA (Preferred Items for Systematic-reviews and Meta-Analyses) approach, the number of articles that have been reviewed in this research paper is 130 articles (n = 130).
The PRISMA approach-based identification, screening and filtering methods adopted in this research includes five basic characteristics:
  • Eligibility criteria
  • Inclusion: By utilizing the Boolean operators (‘OR’ and ‘AND’), only the keywords that are related to the research within HR strategies—namely, planning and recruitment, performance appraisal, training and development, compensation, benefits, personal supports and employee well-being, providing a comprehensive understanding of these topics in organizational settings are used.
  • Exclusion: Non-English language-based articles, titles and abstract with HRM strategies but without keywords such as information systems, IT tools, COVID-19, and HR practices and without inclusion keywords are omitted and excluded.
  • Information sources
  • Databases and registers: EBSCO (Elton B. Stephens Company), JSTOR (Journal Storage), Scopus, Web of Science, Australian Business Dean Council and ABS journal database.
  • Filters and limits: Publication date: 2019–2021 (during COVID-19); language: English; text: full text (by using the Boolean condition to filter links “FindIt@XYZ”); title: subject area, topic, category and important keywords; access: full accessible texts; language bias: non-English language.
  • Search strategy
  • Screening and eligibility: Intervention of HRM practices during COVID-19 and usage of IT tools and Information Systems; comparison other pre-COVID-19 and post COVID-19 materials; article retained if only abstract is available; meta-analysis (PRISMA) by including keyword of “non-English language”-based articles and not relevant to HRM strategies during COVID-19 using IT tools and Information Systems.
  • Bias assessment and study risks
The types of bias in the systematic review are generally confounding bias, selection bias and information bias. To reduce and minimize the study and bias risks, filters and limitations along with inclusion and exclusion criteria are set, and finally, to analyze the data, independent analysis was used to avoid misinterpretation and miscommunication.

3. Role of Information Technology-Based Tools in Executing Various Functions of Human Resource Management

3.1. HR Strategies Used in Planning and Recruitment during COVID-19 Pandemic

The COVID-19 pandemic has significantly impacted recruitment practices and strategies. To comply with COVID-19 prevention measures, organizations had shifted to online recruitment methods and prioritized national recruitment [8]. Recruiters adapted their methods based on job requirements and individual candidate characteristics, utilizing social networks, online interviews, and psychometric tests [9]. Boomerang hiring, which involved rehiring former employees, emerged as a restructuring method during the pandemic, providing advantages such as cost-effectiveness and customer retention [10]. E-recruitment systems and social media became valuable tools in sourcing candidates, improving the speed and quality of recruitment [11]. A hybrid recruitment and selection system that combined online and offline components was implemented with the entire process conducted online except for necessary in-person tests [12]. E-recruitment through social media was proven effective, attracting a large number of qualified job applicants [13]. Facebook was utilized as an effective recruitment method for reaching a larger pool of candidates [14,15,16]. Online interviews were facilitated through various platforms, including established applications like Skype and newer platforms like Microsoft Teams and Zoom [17]. Human resources professionals emphasized the importance of fostering a sense of belonging and providing support throughout the recruitment process [18]. Table 1 presents the recruitment strategies adapted along with the corresponding IT tools used for recruitment. Similarly, Figure 2 illustrates the various IT tools used for the recruitment of human resources.

3.2. HR Strategies Used in Performance Appraisal during COVID-19 Pandemic

The COVID-19 pandemic necessitated significant organizational changes to ensure business continuity. Job performance emerged as a critical factor for sustaining operations and overall organizational performance. However, maintaining and shaping job performance during the pandemic posed challenges due to the negative impact on employees, resulting in increased stress and a diminished sense of security. In this context, HRM specialists played an increasingly important role in developing strategies that positively influenced the job-related attitudes of employees, thereby improving job performance during these challenging times [19].
The authors of [20,21] suggested measures that can enhance work motivation during the pandemic, such as comfortable workspaces, well-being promotion, positive relationships, and effective communication. By examining attitudes like work motivation, job satisfaction, and organizational commitment, the researchers investigated the impact of COVID-19-oriented HRM strategies in 378 organizations during the COVID-19 pandemic in Poland. It was found that the best results were achieved by combining “hard” HRM strategies related to finances with “soft” HRM strategies focusing on well-being. It has been demonstrated that satisfaction with the organization’s COVID-19 responses is positively correlated with job performance [22]. A well-managed crisis led to a sense of security among employees regarding their health, well-being, and career. The findings of [23] suggest that job-related knowledge, informal communication, and organizational loyalty contribute to the impact of social isolation on job performance. It was evident from qualitative research that hindered development, missed informal conversations, and detachment from the organization played an important role. The extent to which employees are satisfied with their jobs reflects their level of work-related experiences. This relationship cannot be fully understood without a comprehensive understanding of how work motivation is influenced by external factors as well as HRM practices. A fulfilling work environment motivates employees to perform at their best [24,25,26,27]. Table 2 presents the performance appraisal strategies adapted along with the corresponding IT tools applied. Similarly, Figure 3 portrays the various IT tools used for the performance appraisal of human resources.

3.3. HR Strategies Used in Training and Development during COVID-19 Pandemic

Employees play a vital role in the productivity, success, and future of any organization, which is why organizations invest significantly in employee development. Employee development not only enhances individual skills but also contributes to the overall growth of the organization. Productive employees lead to the prosperity of the organization as a whole [28]. However, during times of crisis, when survival in the market becomes critical, organizations often take drastic measures that reduce the organization’s flexibility [29]. In such circumstances, the HR department plays a crucial role in managing the consequences of the crisis by reducing stress among employees and strategically minimizing costs [30].
In a crisis, organizations frequently cut down additional expenses related to benefits, promotions, and employee development, despite employees’ increasing expectations. Recruitment is also often reduced or halted, requiring HR departments to implement tools to retain current employees and mitigate potential dissatisfaction resulting from reduced promotion and development opportunities. One of these tools is the adoption of modern practices such as offering alternative job roles, freelance positions, or flexible working times [31]. These actions provide workers a sense of security, which, in turn, during a worldwide crisis improves their performance and likelihood to bond with the company [32]. Consequently, the significance of development and promotion opportunities diminishes during crisis, as their reduction has a minimal effect on employees and their performance.
The authors of [33] conducted a study on the changes in the approach to employee development in organizations as a result of the COVID-19 pandemic. The findings suggest that in addition to changes in the format and approach of employee training caused by the pandemic, employees also express a need for new topics to support their development. The research also observed a decline in employee engagement and an increase in fatigue resulting from the use of various online development initiatives.
The COVID-19 pandemic has compelled the training market to heavily rely on video formats as a viable alternative to in-person meetings. Professionals in various industries experience everyday interactions through video conferences, webinars, virtual trade fairs, open days, and networking events. It is increasingly evident that remote communication will persist as a prominent aspect of the daily lives of employees, prompting the need to explore effective strategies for implementing developmental processes in order to gain competitive advantages in this new landscape.
According to [34], HR managers faced the significant responsibility of designing effective training programs and implementing suitable training methods to ensure the organization’s survival during the pandemic. It was crucial to provide employees with quickly adaptable training that would enable them to navigate the challenges posed by the crisis. Additionally, there was a need to educate employees about the negative impacts of the crisis as well as strategies to cope with it and minimize mental stress. Employees were understandably anxious about the potential loss of their jobs and missed opportunities for promotion. These circumstances presented novel challenges for HR managers that they had not previously encountered.
During the COVID-19 epidemic, ref. [35] conducted research at Oman Air on the effects of training and development on employee performance. The findings of the study demonstrated a favorable relationship between employee performance and training and development.
According to [36], gamification is defined as a process of incorporating non-gaming environments (online community, intranet, websites and learning management system/LMS) and people (partners, employees and consumers) to increase their interaction level and collaboration with the host (company, employer and organization). In simpler terms, gamification in HR practices is used as a design element term that incorporates employees’ involvement to break larger tasks into smaller ones and increase the productivity, thus attaining the organizational goal [37]. It is utilized by HR departments to foster a positive organizational culture that promotes collaboration across departments, facilitating streamlined processes for product or process improvement and suggestions. This approach encourages employee and co-worker participation for intrinsic motivation and creates a platform for tracking employees who demonstrate potential for promotion, tangible rewards, and salary rises in the future. In the context of learning and training, HR can incorporate gamification elements by transforming training content into interactive games [38]. Activities can be introduced where employees earn points and badges as they progress through different levels. Gamification can also be applied to team-building exercises and projects, allowing employees to engage in competitive and collaborative approaches to business processes, requirements, and events. Moreover, employees can recognize and value each other’s achievements through the use of value badges and culture points, which are awarded based on their adherence to company values [39].
As a result of the study conducted by [40], human resource managers face a variety of challenges when trying to retain employees, maintain their mental health, manage anxiety, meet job demands, and motivate employees in the face of increasing competition and the COVID-19 pandemic. Using gamification, this study found that HR managers could implement this tool in a sustainable way. Creative and innovative solutions are crucial to addressing pandemic challenges, especially during outbreaks. HR managers can use gamification to address various challenges and reach sustainability goals by using it as a creative and innovative tool.
The authors of [41] found that a digital learning ecosystem offered convenience and speed during COVID-19, which was especially important during such a crisis. Organizations have been able to adapt swiftly to the new normal due to the adoption of e-learning culture, thereby ensuring sustainable organizational development and the promotion of decent work and growth. Following the crisis, Bangladesh’s corporate sector and organizational culture underwent significant changes due to the implementation of e-learning and flexible working arrangements. Table 3 presents the training and development strategies adapted along with their corresponding IT tools applied during the COVID-19 pandemic. Similarly, Figure 4 illustrates the various IT tools used for training and development of the human resources.

3.4. HR Strategies Used in Compensation and Benefits during COVID-19 Pandemic

Organizations encountered a number of difficulties administering employee remuneration and benefits during the COVID-19 epidemic. To meet the demands of their employees and protect their safety during the pandemic, many organizations implemented the “Taylorian management” method of flexible work arrangements like remote work, flexible hours, or compressed workweeks, which were significantly considered to create a positive impact on job autonomy, according to [42], prior to COVID-19. To overcome the financial restrictions during the epidemic, some organizations imposed salary freezes or reductions [43]. This plan sought to reconcile cost management with a reduction in employment losses. Salary reductions during COVID-19 fortunately motivated employees’ working from home, which gave them job security and motivated them to perform well to secure their position. This in turn increased organizational profit and performance and thus organizational sustainability, which indirectly led to job security and increased salary post-COVID-19 [44].
Employer Aid Programs (EAPs) were introduced or improved to offer aid to workers who experienced a variety of pandemic-related issues, including mental health support, financial counseling, and help balancing work and personal obligations [45]. Aiming to improve healthcare benefits, these organizations have expanded coverage for COVID-19 testing, treatment, and immunizations. Resources and services for mental health support have been highlighted in the study conducted by [46]. In order to ensure that employees were informed of any modifications and their justifications, HR departments realized the value of open and regular communication regarding compensation and benefit changes [47].
The study of [48] focused on enhancing the motivation of communication department of employees in the energy sector by applying game theory tools to optimize their compensation structure. The technique developed made it possible to adjust fixed and commission compensation based on the personal risk preferences of each employee, which raised engagement and improved the efficiency of information and communication campaigns. In light of the existing industry problems and low development levels, the method intended to better match market needs, increase end-user happiness, and eventually contribute to the sustainable expansion of energy firms. The study’s conclusions implied that the creative strategy might result in more fruitful and effective communication within the energy industry. Table 4 presents the strategies adapted for offering compensation and benefits along with the corresponding IT tools used for the same. Similarly, Figure 5 illustrates the various IT tools used for offering compensation and benefits to the human resources.

3.5. HR Strategies Used in Employee Engagement and Communication during COVID-19 Pandemic

Effective communication within an organization is vital for managing human resources, especially during dynamic changes like the COVID-19 pandemic. Several authors such as [49,50,51] concluded that only the satisfied employees and their accurate communicational behaviors shaped an organization as a whole, and the exchange of right information at the right time played a crucial role for organizational performance and sustainability. Communication can take different forms (vertical or horizontal) and serve various functions (directive, supportive, cultural, and democratic) [52,53,54,55,56,57]. It influences employees’ emotional commitment, trust, and engagement with the organization. Informal communication reduces resistance to change and facilitates employee adaptation [58,59,60,61,62,63]. Keeping employees informed about important aspects of the pandemic or the organization’s future contributes to their engagement, job satisfaction, and performance [64,65,66,67].
During the pandemic, HRM professionals implemented various strategies to enhance employee engagement and communication. Online communication tools and virtual team-building exercises were used to promote collaboration and maintain social ties among employees [68]. Open and frequent communication through channels like email updates, virtual town hall meetings, and intranet platforms helped share crucial information and build trust [69]. HRM experts also emphasized employee inclusion in decision-making processes, seeking their advice and feedback to enhance engagement and loyalty [70]. Additionally, personalized communication and individualized support through regular check-ins, virtual meetings, and wellness surveys contributed to employee well-being [71,72]. These strategies proved effective in reducing physical distance, fostering connection, and supporting employees during challenging times. Figure 3 illustrates the IT tools used by organizations to foster communication within organizations during the COVID-19 pandemic. Table 5 presents the employee engagement strategies adapted along with the corresponding IT tools used for the same. Similarly, Figure 6 illustrates the various IT tools used for employee engagement.

3.6. HR Strategies Used in Employee Well-Being and Personal Support during COVID-19 Pandemic

The COVID-19 pandemic and the resulting societal challenges, such as social isolation and financial uncertainty, have significantly impacted both the physical and mental health of individuals [73]. Researchers found that the general population in China was experiencing stressful and depressive conditions during the pandemic [74,75]. From an organizational perspective, the presence of stress, anxiety, or depression among employees negatively affected the engagement, willingness to work, and overall effectiveness of the employees [76,77,78,79,80,81,82,83,84]. Therefore, organizations had to prioritize employee well-being to help them navigate through these challenging times.
The concept of well-being is multifaceted, with researchers viewing it as the ability to achieve goals, happiness, life satisfaction, or a global assessment of an individual’s quality of life based on their own criteria [85,86,87]. Amid the COVID-19 pandemic, employees’ psychological balance was found to be significantly affected particularly due to the reduced social interactions and increased sense of isolation in remote work settings, leading to heightened stress levels [88]. Employers had to ensure that employees had unrestricted access to technology, maintained communication channels among colleagues, and facilitated face-to-face-like interactions to mitigate the risks associated with remote work. Consequently, the well-being of employees, particularly those working remotely, was heavily dependent on the personal interactions and social characteristics, which was challenging to provide in the remote work mode.
The authors of [88] also focused on the well-being and mental health of the employees under remote working conditions. The study found through their analysis that nested family-based married women faced many more challenges than men, having to balance their focus on home, health, guests, children and other family members, when there was no support or flexible environment to work. Contrarily, women living alone or depending on their immediate family members had higher productivity and performance than men and married women. The study recommended and concluded that remote working conditions are more preferable for men than women—especially married women within nested families without support. The authors of [88] also insisted and predicted that post-COVID-19 pandemic men would prefer working remotely to working at their organizations. Table 6 presents the strategies adapted for maintaining employee well-being along with the corresponding IT tools used for the same. Similarly, Figure 7 illustrates the various IT tools used for maintaining employee well-being and offering personal support to them.

3.7. Challenges Faced by HR during COVID-19 Pandemic

The authors of [89] conducted an investigation on the challenges and opportunities, as a result of the COVID-19 pandemic. Human resource management (HRM) has played an important role in supporting employees during the period of complete lockdown. Throughout this challenging time, HRM played a vital role in alleviating employee stress and maintaining work continuity, as discussed in the study of [90].
Employee-related challenges were numerous during the pandemic for HR managers. In the beginning, working from home in the presence of family was difficult for organizations that transitioned to a digital work platform. In addition, HR managers were responsible for making sure that the employees who were affected by the virus established a healthy relationship between the organization and other employees [91]. Furthermore, employees no longer had the opportunity to interact with colleagues or engage in social activities during work, which led to a disconnection from their social lives. During this period, there were also concerns about employee safety, changing customer preferences, and the lack of continuous business activities [92]. The human resource management department made considerable efforts to mitigate the negative consequences of working from home.
In a pandemic situation, employees were required to work beyond their usual hours, which was extremely stressful. A new set of policies were developed by HR executives to help employees deal with that stressful situation. Employees worked from home in the presence of their families under COVID-19, which fundamentally changed the work environment. The role of HRM was critical in helping employees to adapt to the new workplace and making sure that they were productive as well.
Another challenge was effectively managing remote work arrangements, facilitating virtual collaboration, and ensuring efficient communication among remote teams [93]. Additionally, HR faced difficulties in managing workforce planning and resourcing, including issues such as workforce reductions, layoffs, and talent acquisition within the context of remote work [94]. Another challenge for HR was promoting employee well-being, addressing mental health concerns, and providing necessary support and resources to employees [95]. Furthermore, HR faced challenges in managing organizational change, facilitating remote onboarding, and assisting employees in adapting to new work arrangements and technologies [96]. Maintaining employee engagement, motivation, and job satisfaction amidst uncertainties and remote work arrangements was also a challenge for HR [97]. Lastly, HR encountered difficulties in managing legal and compliance issues related to remote work, health and safety regulations, and labor laws during the pandemic [98]. Table 7 and Figure 8 portray the challenges that HR managers encountered during the COVID-19 pandemic.

3.8. Research Gap

Recently, researchers have looked at the effect that the COVID-19 pandemic had created on human resource management (HRM) practices. The authors of [18] examined how the pandemic affected hiring practices, notably from the viewpoint of hiring managers, underlining the difficulties and adjustments needed for the new normal. The authors of [9] provided a theoretical understanding of recruiting together with helpful advice for comprehending key ideas in the industry. E-recruitment was examined in depth in the study conducted by [17], which defined its importance in modern hiring practices. The authors of [16] emphasized the crucial role of human resources, particularly in times of crisis like the pandemic, and placed a focus on good HRM practices. From a population-based cohort research study in the US that looked at door-to-door recruiting during the epidemic, ref. [15] concluded that a creative and coercing strategy by investing resources and time is a must for organizations to reach people and communities that lack assistance and aid during pandemic and crisis situations. The authors of [14] examined e-recruitment within the pandemic context of a specific company, Allsec Technologies, and concluded that during the pandemic, usage of the IS and IT tools (Naukri.com, Monster.com, Shine.com and more) in HR practices improved the performance of the organization and also increased their sustainability. The International Labor Organization stressed ethical recruitment practices during crisis times, especially in times of shortages. Based on a case study of a company in West Java, Indonesia, ref. [13] examined the effectiveness of e-recruitment via social media. To address the challenges posed by the COVID-19 pandemic, ref. [16] proposed a hybrid recruitment and selection system. Social media was found to play an important role in e-recruitment during COVID-19 [11]. A boomerang hiring strategy, which relied on rehiring former employees, was proposed by [10] in the year 2022. The authors of [19] examined key attitudes associated with job performance when incorporating COVID-19 HRM strategies. During the pandemic in 2011, ref. [23] investigated the effect of social isolation on salespersons’ job performance in particular. A study by [22] identified the impact of job insecurity and performance on employees’ satisfaction within their organization as a response to the COVID-19 outbreak. The authors of [99] investigated how training moderation impacted the performance of HRM practices, focusing on the critical role that HRM plays in achieving organizational goals. In their study of the influence of employee motivation and leadership on employee performance, refs. [100,101] drew evidence from Indonesia regarding the effects of work motivation and leadership on productivity and job satisfaction. The authors of [20] analyzed the impact of motivation on work efficiency, specifically during the pandemic, using a case study from Armenia. The authors of [21] discussed the impact of work motivation on work efficiency with a potential focus on the effect of the pandemic. Finally, ref. [25] explored the relationships between teachers’ self-efficacy beliefs, engagement, and work satisfaction, shedding light on employee performance in the education sector.
Although there is extensive research on the HR strategies utilized in various HRM roles during the COVID-19 pandemic, there is a research deficit in terms of in-depth understanding that examines the efficacy and results of these methods. There is a need for study that looks at the integration and synergy between various HR strategies in the context of the pandemic because many studies concentrate on certain parts of HRM functions. Further research is needed to better understand the particular difficulties HR practitioners encountered in putting these techniques into practice as well as how they affected both organizational success and employee well-being.

3.9. A Theoretical Framework on the Role of HR Strategies in Maintaining Sustainability

The COVID-19 epidemic has forced businesses to put sustainability first in order to maintain and flourish over the long term, which has extended the role of HRM. The preservation of the environment, the adoption of sustainable practices, and the welfare of employees and communities have now become the responsibility of HRM. Through this change, the idea of corporate social responsibility (CSR) has increased the value of an organization among the people, giving rise to a new paradigm known as sustainable human resource management. CSR as a business concept integrates environmental and social concerns with stakeholders along with the operations of the businesses. The above strategy, also known as the triple bottom line (TBL), representing the three facets of sustainability—namely, environment, finance, and social (people)—has gained importance. The notion of HRM that is presently seen as being the most inclusive and complete strategy in terms of organizational sustainability is sustainable HRM [102].
Organizations have faced difficulties as a result of the COVID-19 pandemic, prompting questions about the nature of employment in the future [103]. It has sped up modifications to HRM procedures and promoted the adoption of scenario-based planning (business strategy) as a crisis management strategy. In order to survive and sustain their businesses, organizations are today reexamining their HRM strategies and embracing information technology as a vital ally. To help businesses adjust to this quick change, new laws have been established in a number of nations. It is thus understandable that to gain organizational sustainability, utilization of the IS and IT tools (performance appraisal, training and development, benefits, compensation, and more) during and post-COVID-19 seems rather highly effective.
The COVID-19 epidemic has caused a rise in virtual meetings and remote working. Despite the fact that it is unknown whether all businesses would continue remote work after the pandemic, a report by [104] shows that distant work and virtual meetings will continue but at a lower intensity than during the height of COVID-19. In industries with significant human involvement, such as healthcare and personal care, the pandemic has also expedited the deployment of automation through the usage of IS and IT tools. Authors [105] have stressed the need for utilizing IT tools for HRM amid health emergencies to shield personnel and avoid business interruptions. According to [106], predictive models and IS should be used in supply planning and scheduling. Since not all workers may possess the required technological capabilities, it is important to establish the individual training requirements for each employee when integrating new technology into HRM [107]. Employee involvement in the transition process and ongoing communication with them may lower anxiety and foster a sense of trust inside the company.
To enable flexible work arrangements and the shift to a hybrid working model, organizational culture must be rebuilt [108]. Especially for individuals who work remotely, maintaining a coherent culture that fosters relationships and exchanges among employees is essential. The authors of [109] and other authors have advised creating a digital organizational culture handbook that distant employees may access as well as toolkits that supported and communicated the symbolic parts of the culture.
Figure 9 illustrates the conceptual model that has been developed based on the review to associate the variable HR strategies and organizational sustainability.
The following propositions are derived from the model given in Figure 5:
  • P1: IT tools adopted by HR managers for planning and recruitment during the COVID-19 pandemic helped organizations attain organizational sustainability.
  • P2: IT tools adopted by HR managers for performance appraisal during the COVID-19 pandemic helped organizations attain organizational sustainability.
  • P3: IT tools adopted by HR managers for training and development during the COVID-19 pandemic helped organizations attain organizational sustainability.
  • P4: IT tools adopted by HR managers for offering compensation and benefits to employees during the COVID-19 pandemic helped organizations attain organizational sustainability.
  • P5: IT tools adopted by HR managers for offering communication and engagement during the COVID-19 pandemic helped organizations attain organizational sustainability.
  • P6: IT tools adopted by HR managers for employee well-being and personal support during the COVID-19 pandemic helped organizations attain organizational sustainability.

4. Discussion

During the COVID-19 pandemic, HR departments implemented various strategies to adapt to the new work environment and support employees. Figure 10 presents the various strategies adapted for performing the different functions of human resource management. These strategies included virtual interviews and remote onboarding for recruitment, virtual performance evaluations and continuous feedback for performance appraisal, e-learning platforms and virtual training sessions for training and development, revised compensation structures and flexible work arrangements for compensation and benefits, virtual team-building activities and transparent communication for employee engagement and communication, and mental health resources and flexible work arrangements for employee well-being and personal support. However, HR departments also faced challenges such as managing remote teams, addressing employee well-being, ensuring effective communication, and adapting to changes in work processes and regulations. Despite these challenges, HR played a vital role in supporting employees and sustaining business operations during the crisis.

Comparative Analysis

The systematic review focused on the COVID-19 pandemic and how the organizations used their HRM practices and strategies to formulate solutions during the crisis. To know the changes in the HR practices, HRM strategies and solutions for crisis management, few studies have been analyzed, compared and presented as follows:
−
Pre-COVID-19: For employees to be satisfied with their work, it was essential to have appropriate HRM practices in place [110]. Job satisfaction and performance were positively related to HRM practices [111,112,113]. It was demonstrated that HRM strategies that promoted employee performance were effective [99] and as long as employees were engaged and performing well, they were more likely to stay with the company. The effectiveness of HRM practices enhanced organizational commitment, i.e., identifying, assuming, and fulfilling responsibilities, and avoiding quitting the company [114,115,116]. Employee behavior was positively impacted by organizational commitment [117,118]. Employees who were committed to achieving organizational goals were more likely to act in a positive manner [119,120]. In numerous studies [121,122,123,124,125,126,127,128,129], commitment to the organization was positively correlated with job performance.
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During COVID-19: The HR strategies adapted during COVID-19 by the organizations for effective human resource management was studied by several authors. The authors of [130] examined the crisis management, and 6Cs concept (compensation, caring culture, creativity, collaboration and coordination, clean/hygiene and communication) was adapted as an HR practice during COVID-19. The study by [131] concluded that adapting to new changes during the pandemic initially caused a denial of changes that affected the physical and psychological stability of employees. However, with the assistance of IS and IT tools, employees accepted the changes which, in turn, increased their productivity and performance. The authors of [132] examined and concluded that good HRM and HR practices (adopting IT tools and IS) positively impacted the organizational sustainability globally, whereas the bad HRM and HR practices failed to sustain. The authors of [133] insisted that COVID-19 altered the organizational functions and operations. According to the author, the challenges faced by the HR personnel in staffing, training and development, monitoring and guiding, performance appraisals, benefits, compensation, health and safety management (well-being), employee–employer relationships and recruiting and planning for virtual teams affected the organizational sustainability. However, it was concluded that positive HRM strategies during COVID-19 increased the organizational productivity, which had an indirect association with the employees’ performances, motivation, mental well-being, productivity and satisfaction.
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Post COVID-19: Several authors like [44,134,135,136,137] studied the practice of incorporating more IT tools and ISs by the HR as a part of the working culture post-COVID-19. The conclusions from the studies revealed that employees’ performances increased when they used IT tools and ISs in remote work settings. Hence, the authors insisted that removing the usage of IT tools and ISs post COVID-19 will decrease the productivity and performance. Hence, it is recommended and argued among the researchers that implementing an IT tools-based working culture and the usage of ISs in regular working mode as well will motivate employees and result in organizational sustainability.
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Role of HR during COVID-19: In order to help organizations overcome the obstacles posed by the COVID-19 pandemic and develop strategies to achieve their goals, human resource management is essential. This entails putting employee well-being first while striving to meet the organization’s objectives for the COVID-19 pandemic [138]. HR professionals were responsible for motivating employees and providing them with adequate support during the abrupt transition in their work mode [139]. Numerous studies have emphasized the significance of organizational support during times of crisis [140]. It is clear that ensuring the internal consistency of these support measures is crucial not only in how they relate to each other when implemented during a crisis but also in alignment with established practices from the past, as this alignment can enhance their positive effects on employees.
The HR practices during COVID-19—namely, work from home and virtual meetings—have been withdrawn by many organizations, since the pandemic was controlled and the employees were asked to start working at their respective organizations in person (Newman et al., 2023 [44]). Similarly, onboarding was found by organizations as an easier task in e-recruiting post COVID-19. Using software, IT tools and ISs, the performance management attained more exposure than the traditional PMS approach. Hence, it is safer and evident to assume that virtual assistance through IT tools via Information Systems as a medium in the HRM during COVID-19 was highly more significant than before and after the COVID-19 pandemic crisis. The crisis management-based strategic planning and implementation by HR professionals made use of IT tools to communicate, evaluate, monitor and execute the functions effectively and efficiently. Similarly post-COVID-19, the utilization of optional work stations (home and office) has positively impacted the employees’ mental well-being and has directly resulted in impacting higher performances.

5. Conclusions

In conclusion, the COVID-19 epidemic has confronted HR professionals with difficulties that they had never seen before, prompting the adoption of novel approaches in a number of HRM activities. To fulfill the specific requirements of the pandemic, all of the functions of Human Resource management such as planning and recruitment, performance evaluation, training and development, remuneration and benefits, employee engagement and communication, employee well-being and personal support had required the adaptation of new strategies. Further investigation is required to evaluate the efficacy and results of these tactics, examine the integration and synergy between various HR activities, and comprehend the unique difficulties faced by HR professionals. Organizations may improve their handling of the current crisis and the effectiveness of their HR procedures for the benefit of both their workforce and overall organizational performance by filling these research gaps.

6. Theoretical and Practical Implications

COVID-19 provided new opportunities in HRM and HR practices where the upper management and HR personnel in organizations were practically able to understand the challenges and opportunities during such a pandemic. This systematic review provided insights into the issues, challenges, opportunities and solutions by the HRM during the pandemic to plan and implement effective strategies that are relevant to the situation. Theoretically, adapting and implementing a positive HRM with good HR practices increases the organizational sustainability, which can overcome any natural disaster or crisis. The research implies that making use of Information Systems and IT tools during the COVID-19 pandemic has enabled effective Human Resource Management in all the areas such as performance appraisal, compensation and benefits, training and development, engagement and communication, employee well-being and recruiting and planning) compared with the pre-COVID-19 operations, which did not use these IT tools. Thus, it is implied that employing IT tools into HRM and adopting ISs into HRM are significant approaches which indeed will increase the productivity and in-turn help achieve organizational sustainability.

7. Limitations and Future Scope

The research has been limited to the COVID-19 pandemic period. Therefore, the time period of study which has been considered is from 2019 to 2021. English language-based articles have been considered and non-English language based articles have been excluded. In future cross-sectional-based systematic reviews, filtering the titles and abstract with country as the element of screening can be carried out. The current research contributes information on HRM strategies and HR practices during COVID-19 and how the IT tools were implemented and used by the organizations for sustainability. In the future, other aspects like rewards, leadership, culture and job satisfaction can be the focus of analysis from a broader perspective.

Author Contributions

Conceptualization, V.S.; methodology, V.S.; validation, S.V.; formal analysis, V.S.; investigation, S.V.; resources, S.V.; data curation, V.S.; writing—original draft preparation, V.S.; writing—review and editing, V.S.; visualization, S.V.; supervision, S.V.; project administration, S.V. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Data Availability Statement

All the secondary data used have been publicly cited in the paper. The research did not involve any primary data.

Conflicts of Interest

The authors declare no conflict of interest.

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Systems 11 00573 g001
Figure 1. PRISMA research approach. Source: authors.
Figure 1. PRISMA research approach. Source: authors.
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Figure 2. IT tools used for recruitment. Source: authors.
Figure 2. IT tools used for recruitment. Source: authors.
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Figure 3. IT tools employed for performance appraisal. Source: authors.
Figure 3. IT tools employed for performance appraisal. Source: authors.
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Figure 4. IT tools employed for training and development. Source: authors.
Figure 4. IT tools employed for training and development. Source: authors.
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Figure 5. IT tools used for compensation and benefit of employees Source: authors.
Figure 5. IT tools used for compensation and benefit of employees Source: authors.
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Figure 6. IT tools used for communication. Source: authors.
Figure 6. IT tools used for communication. Source: authors.
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Figure 7. IT tools used for employee well-being. Source: authors.
Figure 7. IT tools used for employee well-being. Source: authors.
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Figure 8. Challenges faced by HR managers during pandemic. Source: authors.
Figure 8. Challenges faced by HR managers during pandemic. Source: authors.
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Figure 9. Association between HR strategies and organizational sustainability. Source: authors.
Figure 9. Association between HR strategies and organizational sustainability. Source: authors.
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Figure 10. Strategies used in different HR functions. Source: authors.
Figure 10. Strategies used in different HR functions. Source: authors.
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Table 1. Review of studies on recruiting strategies.
Table 1. Review of studies on recruiting strategies.
AuthorYearRecruitment Strategy UsedIT Tools Used
ILO [8]2020Shifting to online methods, prioritizing national recruitment, preparing for safe and fair recruitment practicesJob portals
Green [9]2020Adapting recruitment methods based on job requirements, utilizing social networks, online interviews, and psychometric testsJob portals
Raveendra and Satish [10]2022Boomerang hiring (rehiring former employees) for restructuring organizationsInternal intranet
Mallik and Patel [11]2020E-recruitment systems and social media in sourcing candidatesLinkedIn, Facebook and Twitter
Amaliyah et al. [12]2022Hybrid recruitment and selection system combining online and offline componentsHybrid system
Husna et al. [13]2021E-recruitment method through social mediaInstagram, Facebook and Twitter
Siddharthan and Palani [14]2022E-recruitment, including social media hiringJob portal like monster.com, nakuri.com, shine.com
Karasik [15]2022Door-to-door recruitment during the pandemicNo IT tools were used
Sands [16]2021Utilizing Facebook as a recruitment methodFacebook
TalentLyft [17]2022E-recruitment, sharing electronic information, and conducting online interviewsJob portal
Jezzini [18]2022Fostering a sense of belonging and providing additional value to candidates during the recruitment processFacebook, LinkedIn
Source: authors.
Table 2. Review of studies on performance appraisal strategies used by HRM during the pandemic.
Table 2. Review of studies on performance appraisal strategies used by HRM during the pandemic.
AuthorYearPerformance Appraisal Strategy UsedIT Tools
Bieńkowska et al. [19]2022Combination of “hard” and “soft” HRM strategies to shape job performanceVirtual meeting tools
Tovmasyan and Minasyan [20]2020Additional measures for employee well-being and satisfaction to enhance work motivation and job performanceVideo Conferencing and zoom
Wolor et al. [21]2020Providing comfortable workspaces, remote work options, promoting well-being, fostering positive relationships, utilizing new technologies, and implementing appropriate communication processes to enhance work motivation and job performanceVirtual meeting tools
Vo-Thanh et al. [22]2020Positive relationship between satisfaction with organization’s COVID-19 responses and job performanceElectronic monitoring system
Chaker et al. [23]2021Indirect impact of social isolation on job performance mediated by job-related knowledge, informal communications, and loyalty to the organizationVirtual meeting tools
Sapta et al. [24]2021HRM practices fulfilling employee needs to stimulate job satisfaction and enhance job performanceVideo conferencing
Granziera and Perera [25]2019Factors influenced by HRM, such as relationship with superiors, pay, opportunities for advancement and development, and relationships with co-workers, impacting job satisfaction and ultimately job performanceVirtual meeting tool
Sanders et al. [26]2020Effective communication, corporate social responsibility activities, supporting employees, and prioritizing well-being to enhance organizational commitmentVirtual team meeting
Source: authors.
Table 3. Review of studies on training and development strategies used by HRM during the COVID-19 pandemic.
Table 3. Review of studies on training and development strategies used by HRM during the COVID-19 pandemic.
AuthorYearStrategy UsedIT Tools
Mikolajczyk [33]2020Changes in employee development approach due to the pandemicVideo Conferencing Platforms
Saxena [34]2023Designing effective training programs during the pandemicVirtual Reality (VR) Training Platforms
Al-Rawahi [35]2022Impact of training and development on employee performance during the pandemicOnline Surveys and Feedback Tools
HR Asia [39]2020Gamification in employee training and developmentLearning Analytics Dashboards
Kumar et al. [40]2021Gamification as a sustainable tool for HR managers during the pandemicSocial Collaboration Tools
Shahriar et al. [41]2022Adoption of e-learning culture and flexible working arrangements during the crisisTime Tracking and Productivity Software
Source: Author.
Table 4. Review of studies on compensation and benefits strategies used by HRM during the pandemic.
Table 4. Review of studies on compensation and benefits strategies used by HRM during the pandemic.
AuthorYearStrategy UsedIT Tools
Kelliher and Anderson [42]2019Flexible work arrangementsVideo Conferencing Tools
Alon et al. [43]2020Salary freezes or reductionsPayroll Management Systems
Kang and Ding [45]2020Employer Aid Programs (EAPs)Communication Tools
Gomez and Rosen [46]2020Expanded healthcare benefits and mental health supportEmployee Wellness Apps
Liu and Zha [47]2021Open and regular communication about compensation and benefit changesIntranet Software
Source: authors.
Table 5. Review of studies on strategies used in employee engagement and communication by HRM during the pandemic.
Table 5. Review of studies on strategies used in employee engagement and communication by HRM during the pandemic.
Author(s)YearStrategy UsedIT Tools Used for Communication
Huang et al. [68]2021Virtual team-building exercisesZoom, Microsoft Teams
Ramalho et al. [69]2020Open and frequent communicationSlack, Microsoft Teams
Shaw et al. [70]2021Employee inclusion in decision-making processesNot Specified
Wu et al. [71]2020Personalized communication and individualized supportZoom, Google Meet, Microsoft Teams
Bravo et al. [72]2020Online communication platformsSlack
Source: authors.
Table 6. Review of studies on employee well-being and personal support strategies used in HRM during the pandemic.
Table 6. Review of studies on employee well-being and personal support strategies used in HRM during the pandemic.
Author NameYearStrategy UsedIT Tools
Sibley et al. [73]2020Maintaining physical and mental healthWellness Apps, Fitness Trackers
Wang et al. [74]2020Stress managementMeditation Apps, Mindfulness Apps
Qiu et al. [75]2020Face-to-face-like interactions for employee well-being during the pandemicCounseling through Video Conferencing Platforms (e.g., Zoom, Microsoft Teams)
Prasad et al. [88]2020Maintaining physical and mental healthWellness Apps, Fitness Trackers
Source: authors.
Table 7. Review of studies on challenges faced by HR managers during the pandemic.
Table 7. Review of studies on challenges faced by HR managers during the pandemic.
AuthorYearChallenges Faced
Dayal et al. [89]2021Finding high-quality candidates, reducing employee turnover and making hiring more efficient
Slavic et al. [90]2021Difficulties transitioning to remote work, ensuring employee safety
Carnevale and Hatak [91]2020Ambiguous working hours, increased workload, adapting to work-from-home environment
Singer-Velush, Sherman, and Anderson [92]2020Disconnection from social life, lack of continuous business activities, employee safety concerns, changing customer preferences
Dhir, Yossatorn, Kaur, and Chen [93]2020Managing remote work arrangements, virtual collaboration, and communication among remote teams
Sivathanu and Krishnasamy [94]2020Managing workforce planning and resourcing, including workforce reductions, layoffs, and talent acquisition in a remote work environment
Cullen, Gulati, and Kelly [95]2020Promoting employee well-being, addressing mental health concerns, and providing necessary support and resources
Nguyen and Nguyen [96]2021Managing organizational change, facilitating remote onboarding, and helping employees adapt to new work arrangements and technologies
Mishra, Sahoo, and Mishra [97]2021Maintaining employee engagement, motivation, and job satisfaction amidst uncertainties and remote work arrangements
Kottaridi and Antoniadis [98]2021Managing legal and compliance issues related to remote work, health and safety regulations, and labor laws during the pandemic
Source: authors.
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Selvaraj, V.; Venkatakrishnan, S. Role of Information Systems in Effective Management of Human Resources during the COVID-19 Pandemic. Systems 2023, 11, 573. https://doi.org/10.3390/systems11120573

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Selvaraj V, Venkatakrishnan S. Role of Information Systems in Effective Management of Human Resources during the COVID-19 Pandemic. Systems. 2023; 11(12):573. https://doi.org/10.3390/systems11120573

Chicago/Turabian Style

Selvaraj, Vishnupriya, and Santhi Venkatakrishnan. 2023. "Role of Information Systems in Effective Management of Human Resources during the COVID-19 Pandemic" Systems 11, no. 12: 573. https://doi.org/10.3390/systems11120573

APA Style

Selvaraj, V., & Venkatakrishnan, S. (2023). Role of Information Systems in Effective Management of Human Resources during the COVID-19 Pandemic. Systems, 11(12), 573. https://doi.org/10.3390/systems11120573

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