Management and Human Resource Research Journal Vol.9, No.6; June-2020; ISSN (3363 – 7036); p –ISSN 4244 – 490X Impact factor: 7.22 GLOBAL TRANSITION OF HR PRACTICES IN COVID-19 PANDEMIC SITUATION: A SYSTEMATIC REVIEW THROUGH 5P'S MODEL OF HRM Mrittika Shil; 2Rajib Chandra Barman; 3Nurul Mohammad Zayed; 4Shahiduzzaman Khan Shahi and 5Arafat Hosain Neloy Department of Innovation & Entrepreneurship, Daffodil International University, Dhaka, Bangladesh, Executive Officer, NRB Commercial Bank, Dhaka, Bangladesh 3&4 Department of Real Estate, Daffodil International University, Dhaka, Bangladesh Department of Business Administration, Daffodil International University, Dhaka, Bangladesh Abstract: Every organization is evolving in nature and change is inevitable for improving performance and productivity The planet is suffering due to global pandemic and organizations as well; changes in technology, changes in structure, and changes in goals accelerating swiftly and posturing the major challenges to the leaders This pandemic will bring many new policies, innovation, adaptation, and practices through revolutionary innovation in the Human Resource (HR) department The prevailing industry will have transformation through the blessings of technology and managerial practice will be done through online to offline & cloud-based practice which will lead complete version of e-management Due to this crisis, organizations will change many of the HR practices such as purpose, process, people management, performance, and so on The objective of this study is to identify the transitions in HR practices and initiatives taken to resolve the problem at the least cost This paper is mainly qualitative in nature and systematic factors are engrossed from different literature in recent times The strategic HR transition will help an organization for creating sustainable HR practices and also generate valuable managerial practice which will be carried in the long run Keywords: Productivity, technology, performance, human resource, cloud-based, pandemic Introduction: Human Resource Management (HRM) Functions are a vital part to work out the whole organization The HRM practices that deal with people, performance, information, and work because they create an "Environment" and “Infrastructure” that affects employees, customers, stakeholder's effectiveness, and the overall performance of an organization Bhattacharya (2007) denoted that HRM has transformed in response to different aspects such as economy, technological access, changes and formation new laws, political transformation, and socio-cultural diversity around the world which forms a sophisticated business environment and generates an effect on markets, organizations and individuals Khurana, B P (2020) found that HR practices can help to create a source of sustained competitive advantage In current times, there is a substantial impact due to the effect of coronavirus on the country’s stock markets and industries such as manufacturing, services, tourism, hospitality, and travel Organizations around the world find themselves in different phases of managing the impact of the COVID-19 pandemic Coibion, O (2020) estimated that 20 million lost jobs by April 6th, far more than jobs lost over the whole Great Recession As a result, there is a possibility of a rising unemployment rate after COVID -19 periods Gerdeman (2020) stated that the COVID-19 outbreak, a huge crisis, poses a challenge to senior management as well as a huge Management and Human Resource Research Journal Official Publication of Center for International Research Development Double Blind Peer and Editorial Review International Referred Journal; Globally index Available www.cird.online/MHRRJ: E-mail: MHRRJ@cird.online pg 50 Management and Human Resource Research Journal Vol.9, No.6; June-2020; ISSN (3363 – 7036); p –ISSN 4244 – 490X Impact factor: 7.22 opportunity to develop a Trust-Based culture that requires trust and commitment While the challenges can occur by different phases such as location, industry, and business maturity, it is important that identifying and implementing the right employee policies and smart approaches to remote work emerge as the most difficult and the most important HRM sector has to now become more digitalized The benchmark changes and developing policing for change management All the companies, organizations, industries are changing their policies Gerdeman (2020) found that to cope with the pandemic situation organizations are revising and initializing new practices and seeking innovative leadership for executing new ideas to break the glass of barriers for survival Forward-looking leadership is the biggest urge to focus on the collective wellbeing of each other in the present crisis It will create conditions where employees and customers are becoming more helpful and productive Baptiste (2008) explained that Innovation in HRM practices is time demanding requirement; bringing up new ideas to manage the employees effectively and efficiently to generate maximum productivity through ensuring employee satisfaction at the same time These HRM practices are the most likely visible factor that helps determine how employees live life within organizations and resonate with an organization's commitment to the well-being of its members Objectives The objective of this paper is to identify the changes in emergent HR practices due to the break out of the global pandemic As the organization mainly depends on the people, it has been affected by the changes of purpose, principles, process, and performance of the organization This study will align the dynamism of HR practices and survival strategies for a sustainable future Methodology The methodology of this study is mainly qualitative The authors adopted a systematic literature review from recent publications This framework is based on evolving HR practices focusing on the changes and strategies taken by the organization The sources of information are assembled from different kinds of literature, recent articles, reports which are based on the prevailing pandemic situation Literature Review Bulmash (2013) et al explained that HRM is the leadership and management of people within an organization using systems, methods, processes, and procedures that enable employees to achieve their own goals that in turn enhance the employee's positive contribution to the organization and its goals Opatha, H H (2009) founded all other resources make things possible but only human resources make things happen Raymond, A N (2007) said HRM refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance Opatha, H H (2020) described the essence of management is decision making, and decisions are made only by employees in the organizations, and such made decisions are implemented too only by employees Ulrich (1997) defined HR roles – Such as aligning HR and business strategy, re-engineering organization processes, providing resources to employees With the help of Increasing employee commitment and capability, and adapting the capacity to change Acharya (2020) found that work from home is the new aspect which refers to task-based work culture procedure backed by an information communication system; yet, data protection, confidentiality, line management, payroll biases, and enlarged job management are the challenges for it evolved with the pandemic situation Tang (2020) determined the functions of employee satisfaction are static due to public health shock, but morale can help in this devastating situation Bell, B (2020) pointed out the collapse in hiring and a long time for the revival of the labor market; it is important to take recovery initiatives and rescue packages for backing the existing jobs either step to avert a slum of the labor market The findings of Staiger, T (2020) indicate that the role of family-related career orientation will fall into Management and Human Resource Research Journal Official Publication of Center for International Research Development Double Blind Peer and Editorial Review International Referred Journal; Globally index Available www.cird.online/MHRRJ: E-mail: MHRRJ@cird.online pg 51 Management and Human Resource Research Journal Vol.9, No.6; June-2020; ISSN (3363 – 7036); p –ISSN 4244 – 490X Impact factor: 7.22 depression because of coping with this new challenging situation; some will try to keep their employability and will receive the chances of changing harmful attitudes Sasaki (2020) surveyed 1421 respondents and found more than 30% worried about job instability, 2.3% had experienced workplace harassment and some of them have less fear, worry, and workplace harassment but psychological distress was strongly mentioned by the respondents Conceptual Framework In this study, the authors are advocating the model of 5P'S of HRM to represent the changes systematically The change management of HRM during this pandemic situation is more rigorous and challenging Authors have adopted this model to incorporate changes in different functional areas of the organization and aligning the change model throughout the organization which is consistent with the situation Dr Mildred Golden Pryor (1998) initially offered the 5Ps Model as a process for strategic quality management The 5P'S are purpose, principles, process, people, and performance which are the major dimensions of an organization The Purpose includes the organization's mission, vision, goals and objectives, strategies, measurement, and feedback Leaders must establish the strategic direction and negotiate broad goals of their organizations, as well as the strategies and tactics for achieving them Figure 01: 5P’s Paradigm Source: Pryor 5P’s Approach Principles are the guiding philosophies, assumptions, or attitudes about how the organization should operate and conduct business by and through integrity base, ethics, and core values to which employees are expected to be committed to accomplishing an organizational task explained by Pryor Mildred Golden (2007) Principles are complementary with operating guidelines for behavior which must be installed throughout the organization and processes are the transformation of inputs into outputs, the way of accomplishing the task by employees; every activity of the organization is a part of a large process which are connected to broader goals of the organization In the whole system, people are a substantial part of the process In the 5Ps Model, People include employees, customers, suppliers, and others The performance comprises the control and feedback of actions taken toward organizational development Performance feedback is the way of decision making for future direction The linkage among purpose, principles, process people, and performance are inseparable Purpose drives principles and processes; principle and process drive people to behave in a certain way and that leads to performance Purpose succeeds in performance and others are mediators to influence These are the guiding philosophies of managing organizations towards achieving objectives Marsden (2003) found a significant relationship between HR policies, practices, and organizational effectiveness and performance Results & Discussions At present, organizations are going through a disastrous situation because of an outbreak of COVID-19 The possible outcome of different organizations during this pandemic is juggling with its arrangements and searching for innovations, a new form of leadership, and reforming the HR practices behavior for this pandemic HRM is passing through enormous changes due to pandemic and significant evolving challenges becoming major issues in managing an organization This paper advocates determining the changes in HRM functions through the 5P'S model This study represents Management and Human Resource Research Journal Official Publication of Center for International Research Development Double Blind Peer and Editorial Review International Referred Journal; Globally index Available www.cird.online/MHRRJ: E-mail: MHRRJ@cird.online pg 52 Management and Human Resource Research Journal Vol.9, No.6; June-2020; ISSN (3363 – 7036); p –ISSN 4244 – 490X Impact factor: 7.22 the changes based on different kinds of literature found in recent times Figure 02: Transformation Leads to Outcome Source: Authors’ Compilation According to Boston Consulting Groups Report KPIs through adjusting and reducing KPI targets on (2020), The business impact in every sector exceptepidemic conditions in the different region focusing on online business, medical devices is negative, most growing less stricken markets Many organizations industries in a tertiary sector that have to operate in around the world have changed HR practices and off-line space and highly industrialized production is organizational dimensions These are given below in hardly functional in China For overcoming the the list; these are acquired from different literature in situation, many of the companies revised business recent times Management and Human Resource Research Journal Official Publication of Center for International Research Development Double Blind Peer and Editorial Review International Referred Journal; Globally index Available www.cird.online/MHRRJ: E-mail: MHRRJ@cird.online pg 53 Management and Human Resource Research Journal Vol.9, No.6; June-2020; ISSN (3363 – 7036); p –ISSN 4244 – 490X Impact factor: 7.22 Table 01: List of Changes Adopted from Different Literature Category Alignment of Initiatives Sources Purpose Realigning the strategy (BCG Report, 2020) Changes of short term and long term plan & Continuity plan Changes in Strategic goals Changes in operating guidelines (BCG Report, 2020), (Koirala and Acharya 2020) Technological adaptation (Koirala and Acharya 2020) Capacity building (Lai, 2012) Online coordination, collaborative sharing & tightening collaboration with O2O platform (BCG Report, 2020) Principles Possible Outcomes E-Planning (BCG Report, 2020) (BCG Report, 2020), (Gerdeman,2020) E-Accountability Process People Acceptance of social media as an official mode (BCG Report, 2020) Optimizing budget allocation through reducing cost (BCG Report, 2020) Flexible work plan (BCG Report, 2020), (Mendy,2020) & (Ubaidillah and Riyanto,2020), (Gerdeman,2020) (Ubaidillah and Riyanto,2020), (Dehnavieh and Kalavani, 2020) (BCG Report, 2020) & (Koirala and Acharya 2020) Employee remuneration Work from home/ remote work Work life balance , Virtual motivation through encouraging peer support and engage leadership, Build a community, Virtual reward Capacity enrichment/ construction, knowledge management Redesigning job and empowering local managers to take decisions Performance E-Processing E-Participation (Dehnavieh and Kalavani, 2020) and (Koirala and Acharya 2020) (Koirala and Acharya 2020) (Mendy,2020) (Gerdeman,2020), (BCG Report, 2020) Health care facilities to staff Caring mental health , Providing safety equipment (BCG Report, 2020), (Dehnavieh and Kalavani, 2020) &(BCG Report, 2020) Workforce preservation through employee scheduling Dynamic team formation Open communication flow, Cancel unnecessary meeting and communication (Kluger, D et., al, 2020) Increase employee control over work Tracking and regular communication, Regular revise Virtual recognition Virtual Monitoring &Virtual feedback system- one to one feedback, Weekly performance details (Dehnavieh and Kalavani, 2020) &(Koirala and Acharya 2020) (Gerdeman,2020) (Gerdeman,2020) (Dehnavieh and Kalavani, 2020) & (Koirala and Acharya 2020) (Koirala and Acharya 2020) E-Monitoring & E-Control Source: Authors’ Compilation Many of the companies in the world are optimizing outbreak, many of the companies felt importance in budget allocation through a reduction in media and redesigning the company plan to manage the crisis in a advertisement costs during the outbreak During this better way Shifting physical channels to online Management and Human Resource Research Journal Official Publication of Center for International Research Development Double Blind Peer and Editorial Review International Referred Journal; Globally index Available www.cird.online/MHRRJ: E-mail: MHRRJ@cird.online pg 54 Management and Human Resource Research Journal Vol.9, No.6; June-2020; ISSN (3363 – 7036); p –ISSN 4244 – 490X Impact factor: 7.22 channels and elevating business with both online to offline& offline partners to cope with sudden shifts in demand For managing talent, companies are changing the HR policy guidelines through initiating flexible working plans, providing healthcare facilities to staff and their families and empowering local management staff to take decisions such as price mark-downs, partner on boarding, temporary closure, allowing an employee to work from home and provide safety equipment and also reimburse all taxi expense to the office Some of the business strategies are adopted by large companies such as moved offline marketing resources to online, invested in new media forms, cancelling offline market campaigns, and moving budget to digital marketing Many companies are accelerating mini-program launch, tightening collaboration with online to the offline platform to drive exposure, adjustment of product and occasion focusing in response to rising needs to "stock up" and "sanitize home" especially in e-Commerce and Online to the offline platform, that leads to significant shifts of resources to e-Commerce and Online to the offline platform in the near-term and signing ad-hoc contract with logistics companies to ensure fulfilment plan to develop cloud-based warehouse Lai (2012) defined Collaborative capacity serves for organizations as the capacity to collaborate with other network players and capacity matters as collaboration outcomes usually focus on the vertical dimension of a program or the horizontal component of connection with other players mentioned five features to determine the collaborative capacities such as interdependence, subscription, resources, information and this paper arguing in some ways that organizational cooperative power is a lot like its own organization but a review of combined capabilities greatly accelerate capacity and comprehension of multinational cooperation to fight against contagion at different levels like technical, political, and institutional levels and retaliation Kluger, D M (2020) notified changes in staff scheduling, such as lengthening nursing shifts or avoiding rotations that are either staggered or last fewer than three days, can result in improved workforce preservation and many of the organization can apply scheduling to maintain everyday office if the serves essential services to people such as a bank, hospitals, etc Acharya (2020) notified the importance of remote work during this pandemic and mentioned remote work is effective if leaders are capable of restructuring the organizational process and they communicate, socializes and coordinates; a company can focus on essentials outcomes and not necessary to frequent communication but required meeting can be arranged through virtual media Gerdeman (2020) denoted working in flexible groups different locations will also be a right HR Strategy while the static organizational structures will have to be shifted towards the dynamic team forms; this form will work, when leaders made the goal crystal clear and addition of new with ideas, concerns, creative solutions will engage people to work together The standard operating procedure will be shifted to a new level, during this pandemic situation companies will bring out new changes in the short term which seems obvious such as dramatically reduced travel, work from home opportunities, and changes in business opportunities to keep the employees safe The HR leaders are expected to reintroduce and revise new HR Practices for their organizations and open communication at all levels, cross-cultural training, flexible work schedules, employee empowerment can generate a significant difference to the wellbeing and overall productivity of any organization Scope of Further Research These contextual findings provide that perhaps the pandemic situation has not only introduces difficulties but the possibilities also for the prospective HR leaders to work as transformational leaders in various sectors of HRM in different industries The HRM practices are emerging in knowledge landscape if designed properly; function as stimulus and coordinator for the rest of the world The scope of further research is wide; an author can investigate the changes and the effect of the changes through quantitative research Management and Human Resource Research Journal Official Publication of Center for International Research Development Double Blind Peer and Editorial Review International Referred Journal; Globally index Available www.cird.online/MHRRJ: E-mail: MHRRJ@cird.online pg 55 Management and Human Resource Research Journal Vol.9, No.6; June-2020; ISSN (3363 – 7036); p –ISSN 4244 – 490X Impact factor: 7.22 Conclusion The pandemic situation may force many companies to innovate work methods to keep the business on and lead to adapt to technology as better as possible This method will not only be applied in the lockdown period but also be used in a normal period in the future This adaptability will lead the company to increase the technology utilization in near coming days The virtual training and capacity development program can benefit to cope with innovation and many employees will face a challenge in adaptation having the chances of job loss and some employees will be able to show the prowess Yet technology utilization and e management will lead the future of HRM function in total Yet data security, payroll management, and line management will be a challenge for the organization References Acharya, J K (2020) Dimensions of Human Resource Management Evolved with the Outbreak of COVID-19 SSRN 3584092 Baptiste, N R (2008) The symbiotic relationship between HRM practices and employee wellbeing: A corporate social responsibility perspective Esben Rahbek Gjerdrum Pedersen Bell, B & N B (2020) Rescuing the labour market in times of COVID-19: Don’t forget new hires! VOX Bhattacharya, M A (2007) Healthy Workplace in Corporate Sector – India: An Operational Research India: Confederation of Indian Industry and WHO India Country Bulmash, S D (2013) Canadian Human Resources Management McGraw-Hill Ryerson Khurana, B P & S (2020) Evolution of HR Practicesin Global Pandemic: A Review and Proposed Research Agenda Purakala (UGC Care Journal), 799-806 Kluger, D M & Y A.-F (2020) Impact of healthcare worker shift scheduling on workforce preservation during the COVID-19 pandemic MedRxiv Lai, A (2012) Organizational Collaborative Capacity in Fighting Pandemic Crises: A Literature Review From the Public Management Perspective Asia-Pacific Journal of Public Health Marsden, R B (2003) Performance Pay, Monitoring Environments, and Establishment Performance International Journal of Manpower Mildred G., P., J., C (1998) Aligning Purpose, Principles, Processes, People, and Performance Explanation of the P's Model Opatha, H H (2009) Human Resource Management: Personnel Department of HRM, USJ Opatha, H H (2020) The Coronavirus and The Employees: A Study from the Point of Human Resource Management Sri Lankan Journal of Human Resource Management, 37-49 Pryor M., G., A., D (2007) Strategic Implementation as a Core Competency: The 5P's Model Journal of Management Research, 3-17 Raymond A Noe, H G (2007) Fundamentals of Human Resource Management McGrawHill/Irwin Coibion, O & Y G (2020) Labor Markets During the COVID-19 Crisis: A Preliminary View Chicago: BECKER FRIEDMAN INSTITUTE Sasaki, N K (2020) Fear, Worry and Workplace Harassment Related to the COVID-19 Epidemic Among Employees in Japan: Prevalence and Impact on Mental and Physical Health SSRN 3569887 Gerdeman, D (2020) How the Coronavirus is Already Rewriting the Future of Business Boston: Harvard Business School Working Knowledge Staiger T, S M.-S (2020) Men and Depression: Illness Theories and Coping - A Biographical Narrative Study Europe PMC Management and Human Resource Research Journal Official Publication of Center for International Research Development Double Blind Peer and Editorial Review International Referred Journal; Globally index Available www.cird.online/MHRRJ: E-mail: MHRRJ@cird.online pg 56 Management and Human Resource Research Journal Vol.9, No.6; June-2020; ISSN (3363 – 7036); p –ISSN 4244 – 490X Impact factor: 7.22 Tang, C S (2020) The value of employee satisfaction in disastrous times: Evidence from Covid-19 SSRN 3560919 Ulrich, D (1997) Human Resource Champions Boston: Harva rd Business Management and Human Resource Research Journal Official Publication of Center for International Research Development Double Blind Peer and Editorial Review International Referred Journal; Globally index Available www.cird.online/MHRRJ: E-mail: MHRRJ@cird.online pg 57 ... online to offline& offline partners to cope with sudden shifts in demand For managing talent, companies are changing the HR policy guidelines through initiating flexible working plans, providing... expense to the office Some of the business strategies are adopted by large companies such as moved offline marketing resources to online, invested in new media forms, cancelling offline market campaigns,... possibilities also for the prospective HR leaders to work as transformational leaders in various sectors of HRM in different industries The HRM practices are emerging in knowledge landscape if designed