Problems and prospects for the development of remote HRM in Ukraine in the war and post-war period
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DOIhttp://dx.doi.org/10.21511/slrtp.12(1).2022.05
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Article InfoVolume 12 2022, Issue #1, pp. 50-61
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The development of information and communication technologies in the conditions of a new, digital economy naturally transforms the sphere of management and social and labor relations, and non-traditional forms of employment and labor organization are spreading. Quarantine measures taken by governments in connection with the COVID-19 pandemic, as well as the war on the territory of Ukraine, have become catalysts for the spread of remote work. The function of human resource management (HRM), performing an important connecting role of coordinating the interests of employers and employees, organizing the labor activity of personnel, itself becomes an object of transformation of labor modes, which requires prompt study of this phenomenon. A survey of HR-specialists of Ukraine in various industries, professional specializations and age groups revealed the prospects of remote HRM due to the availability of material and technical base, software and existing experience of "emergency" transfer to remote mode. At the same time, the existing socio-psychological barriers (prejudices of management, lack of informal communication, emotional defects in communication in the online work format) will contribute in the future, according to the majority of HR specialists, to the spread of a mixed work format in its various forms: distribution of working time for work in the office and outside the office; fixing the format of remote work for some categories of personnel and maintaining the traditional format for others; transition of some industries to remote employment. The results revealed actualize the need to search for scientific, theoretical and practical solutions to overcome obstacles to the development of remote work (including HRM) in the new economy.
- Keywords
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JEL Classification (Paper profile tab)M54
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References18
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Tables0
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Figures12
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- Figure 1. Розподіл респондентів опитування за професійною спеціалізацією
- Figure 2. Розподіл респондентів за розміром підприємства / організації
- Figure 3. Розподіл респондентів за стажем роботи
- Figure 4. Розподіл респондентів за сферою діяльності роботодавця
- Figure 5. Поточний формат роботи HR-фахівців
- Figure 6. Досвід дистанційного HRM респондентів
- igure 7. Ранжування чинників переходу на дистанційний HRM за середніми рангами від найважливішого (найменший ранг) до найменш значущого (найбільший ранг)
- Figure 8. Думки респондентів щодо перспектив дистанційного формату роботи після завершення війни та карантинів
- Figure 9. Думки респондентів щодо HRM-функцій, які реально виконувати дистанційно
- Figure 10. Ранжування чинників перешкод розвитку дистанційного HRM за середніми рангами від найважливішого (найменший ранг) до найменш значущого (найбільший ранг)
- Figure 11. Розподіл відповідей респондентів щодо програмного забезпечення, необхідного для дистанційного HRM
- Figure 12. Ранжування соціально-психологічних перешкод розвитку дистанційного HRM за середніми рангами від найважливішого (найменший ранг) до найменш значущого (найбільший ранг)
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