Customer Reviews for Azure Health and Human Resources

Heliyon. 2021 Jun; 7(6): e07233.

Innovative human resource management strategies during the COVID-nineteen pandemic: A systematic narrative review approach

Mohammad Reza Azizi

^aFaculty of Economics and Management, Islamic Azad University, Islamic Azad Academy of Tabriz, Iran

Rasha Atlasi

^bEvidence based Practice Research Center, Endocrinology and Metabolism Clinical Sciences Establish, Tehran Academy of Medical Sciences, Tehran, Iran

Arash Ziapour

^cResearch Eye for Environmental Determinants of Health (RCEDH), Wellness Constitute, Kermanshah University of Medical Sciences, Kermanshah, Islamic republic of iran

Jaffar Abbas

^dAntai College of Economics and Management (ACEM), & School of Media and Advice (SMC), Shanghai Jiao Tong University, No. 800 Dongchuan Road, Minhang District, 200240, Shanghai, China

Roya Naemi

^{due east}Section of Health Information Management, School of Paramedical Sciences, Ardabil University of Medical Sciences, Ardabil, Islamic republic of iran

Received 2021 Mar 4; Revised 2021 May six; Accepted 2021 Jun 2.

Abstract

Background

The spread of COVID-xix creates disruption, dubiousness, complexity, and ambiguity in all organizations. People are the primary asset of any organization and aid achieve their goals. Appropriately, to manage human resource sustainably, the organizational strategy review is an appropriate retort.

Objective

The purpose of this comprehensive review study is to identify unknown challenges, strategies, and unusual decisions related to human resource management other than clinical organizations during the COVID-19 pandemic.

Methods

The study applied a narrative review arroyo dissection based on organizations' human resource management strategies to combat the COVID-nineteen impacts. The review study conducted published literature enquiry through the electronic databases at Web of Scientific discipline, PubMed, Scopus, PsycINFO, and LISTA. The written report extracted 1281 manufactures from the mentioned databases from November 2021 to the first quarter of 2021. This study reviewed selected papers, included 15 relevant articles, and removed duplicates according to inclusion and exclusion criteria. Finally, the report adult a conceptual framework of human resource management strategies based on the literature findings to fight confronting the COVID-19 pandemic.

Results

The COVID-xix pandemic posed numerous agin consequences, such as economic shock, global health crisis, change in social behaviors, and challenges at the system level to continue business operations. Also, the strategies included flexibility, strengthening internal efficiency, talent acquisition, and making innovative changes based on organizational assessment and needs for smooth business activities.

Determination

The advisable homo resource management strategies implementations would increase employees' mental well-being, satisfaction, productivity, motivation, and wellness safety at the workplace.

Keywords: Human resource management, COVID-19 agin consequences, Novel coronavirus, Pandemic, Infectious disease, SARS-CoV-2 virus, Abrupt global challenges, Innovative HR strategy

one. Introduction

In late December 2019, the new and widespread COVID-19 affliction started in China and spread rapidly worldwide, and on March 11, 2020, the World Health Organization declared information technology a pandemic. Equally of August 25, 2020, at that place were more than than 23.3 one thousand thousand confirmed cases of COVID-nineteen, and more than than 800,000 deaths were reported globally [one, 2]. Co-ordinate to a joint statement by the Earth Wellness Organisation and the International Sleeping room of Commerce, COVID-nineteen, with its dual affect on health and the economy, requires firsthand action past governments to minimize its transmission. These early and effective measures can reduce short-term risks of infection for employees and reduce long-term costs for trade and the economic system of countries [three]. COVID-nineteen is currently the biggest global health challenge, and because of its widespread and constant mutation, it has left organizations with volatility, dubiousness, complication, and ambivalence. This pandemic has created many challenges for organizations, including business continuity, low employees' motivation, distance working, unemployment [4, 5, 6]. Personnel are 1 of the main factors in the germination, development, and implementation of organizational operations in any organization. The constructive performance and interaction of employees ensure efficiency, which ultimately promotes productivity, sales growth, and profitability and reduces employees' turnover [7, 8, 9, 10, 11]. Therefore, in the electric current crisis, the safety, health, and well-being of employees are considered by many organizations [12, 13]. Human resource managers who are in charge of hiring people, managing employees' functioning, salaries and benefits, and also developing and revising employees' classifications are looking for innovative, creative, and effective ways to solve the issues of employees, maintain their wellness [xiv, 15] and support them by creating a reliable management strategy [16, 17, eighteen]. The historical challenge of COVID-nineteen, given the exceptional and uncertain circumstances and changing economic landscape, requires deep thinking and flexibility to manage human resources properly [5, 7, 19]. In response to this crisis, the unabridged workforce of San Matthew Libraries was able to reach customers past phone in less than ii months and created new teams to blueprint solutions and provide services to the public in a completely changed and flexible context. They also tried to respond to different situations in the organization past designing thoughtful questions and enhancing the abilities of employees [vii, 20, 21]. In 2020, Davidescu and colleagues examined the effect of flexible working fourth dimension and places, such as total home office, partial home office, flex office, and co-working, on the job satisfaction and performance of Romanaian employees in order to design sustainable human being resource management at the national level. Results of their piece of work showed that the main forms of work flexibility, such as abode role and employee turnover, have been applied in the Romanian labor market to a small extent. One-third of Romanian employees stated that the flexibility strategy has been implemented, but petty attention has been paid to flexible working hours, flexible working days, shift working, and overtime. In terms of workplace flexibility, working from domicile was most welcomed by the employees, while the working from abode strategy had been implemented to a very little extent. Still, the results of this study refer to a combined method of working from home and workplace flexibility equally a suitable solution [viii]. A study by Radic et al., (2020) on the cruise line staff found that the company did not have a proper human resource direction strategy during the COVID-19 pandemic. Various cases of psychological problems were observed in the employees of prowl companies. Therefore, cruise line companies need to develop appropriate strategies to control employees' anxiety, depression, and stress during a crisis like the COVID-19 pandemic. The results of this study showed that the employees of a cruise line company did not take hope or a sense of belonging to their company. The company had failed in terms of human resource management because employees had go distrustful and frustrated with information technology [22]. Given that crises likewise create opportunities, the electric current COVID-19 crisis provides a unique opportunity to review the visitor's organizational civilisation and man resource management strategies [22]. Various natural, economic, political, or health crises, including COVID-nineteen, should be used as an opportunity to scrutinize the capabilities of individuals and organizations and develop them [1]. Successful companies effectually the globe, such every bit Facebook, Amazon, Google, have now plant that rapid change offers astonishing opportunities and advantages [7, 23]. According to a survey, the healthcare (56%), mining (55%), manufacturing (46%), education (ix%), insurance (10%) and telecommunication (12%) sectors have been affected by COVID-19 [8]. Since COVID-nineteen has had adverse effects on many organizations and companies, this comprehensive review written report is an attempt to make up one's mind unknown challenges, strategies, and unusual decisions related to human resource management at the global level in lodge to ameliorate organizational operation and provide answers to these questions:

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How are the co-authorship and co-occurrence of the articles related to and conducted nearly this topic?
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What are the challenges of human resource management in the COVID-xix pandemic?
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What are the strategies of homo resources management in response to the claiming of the COVID-19 pandemic?
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What are the new findings of human resources direction to answer the study research questions?

The purpose is to place unknown challenges, strategies, and unusual decisions related to human being resource management other than clinical organizations during the COVID-xix crunch. In this report, the challenges and strategies of clinical organizations due to changes in the scope and estimation of the written report are non included; then, information technology requires a deeper and broader report of these organizations.

2. Materials and methods

ii.1. Pattern

In this study, a systematic search was carried out in international electronic databases, including PubMed, Spider web of Sciences, and Scopus, using the keywords; homo direction and COVID-xix. Nosotros eliminated the word "resource" because it was not necessary in the search strategy, and the word "man" includes all of the words related such equally "resource". The search strategies used for each database and the number of results obtained are presented in Table i. In total, 797 records, published until Nov 20, 2020, were extracted from these databases. Afterward, the records were updated and all records published in the year 2021 were also searched until April 23, 2021, which included 484 records. After removing duplicates, the titles and abstracts of these articles were reviewed based on the inclusion and exclusion criteria. Inclusion criteria included all types of studies that examine the challenges and strategies of homo resource management during the COVID-xix pandemic. Exclusion criteria included non-English articles, articles whose full text could not exist accessed, and clinical organization manufactures due to their unlike nature. Later on screening the titles and abstracts of the articles, 63 articles were carefully selected for full text review based on inclusion and exclusion criteria and finally, 12 articles were included in the study [24]. The reasons for excluding the articles are listed in Figure 1. So, the references and citations of the selected articles were reviewed and 4 manufactures that had been cited in the selected manufactures were added to the written report. Effigy 1 shows a flowchart that indicates the steps of searching, screening, and achieving the final number of articles likewise as data extraction. In the adjacent stage, the co-authorship and co-occurrence networks of keywords in 1,112 retrieved articles were illustrated using VOS viewer program software (version 1.6.sixteen) for visualizing the co-authorship and co-occurrence networks in the manufactures. Then the contents of the final 15 articles were analyzed. The results of this study are presented in the class of tables, images, and textual analysis. In the end, the conceptual model of homo resource management in the COVID-19 pandemic was designed and presented using the Edraw.Max.seven.9 software.

Table 1

Search strategy used in the databases.

Database	Search strategy	Number of results
PubMed	("Coronavirus Infections"[Mesh] OR "Coronaviridae"[Mesh] OR "Coronavirus"[Mesh] OR "Coronavirus Infections"[Mesh] OR COVID-19[TIAB] OR COVID19[TIAB] OR SARS-CoV-2[TIAB] OR coronavirus∗[TIAB] OR Delta coronavirus∗ [TIAB] OR Alphacoronavirus[TIAB] OR Beta coronavirus[TIAB] OR Gamma coronavirus[TIAB] OR (corona[TIAB] AND Virus∗[TIAB]) OR 2019-nCoV[TIAB] OR SARS2[TIAB] OR "SARS 2" [TIAB] OR "severe acute respiratory syndrome coronavirus 2" [Supplementary Concept] OR "fasten glycoprotein, COVID-nineteen virus" [Supplementary Concept] OR "COVID-nineteen" [Supplementary Concept] OR "COVID-xix drug treatment" [Supplementary Concept]) AND (Management[TIAB] AND Man∗[TIAB])	962
Scopus	TITLE-ABS-Cardinal ((covid-nineteen OR covid19 OR sars-cov-2 OR coronavirus∗ OR deltacoronavirus∗ OR alphacoronavirus OR betacoronavirus OR gammacoronavirus OR (corona AND virus∗) OR 2019-ncov OR sars2 OR "SARS 2") AND (manag∗ West/5 human∗))	212
Web of Sciences	Ts= ((COVID-xix OR COVID19 OR SARS-CoV-2 OR coronavirus∗ OR Delta coronavirus∗ OR Alphacoronavirus OR Beta coronavirus OR Gamma coronavirus OR (corona AND Virus∗) OR 2019-nCoV OR SARS2 OR "SARS 2") AND (Manag∗ NEAR/v Human being∗))	107

The screening process of articles included in the study.

three. Results

3.1. Descriptive statistics

In the first role of the findings, general information of 1,112 articles retrieved in the first phase of the study was reviewed and presented. Nosotros visualized the co-authorship and co-occurrence networks to show the networks between authors of those articles and how and who collaborated to conduct related research about homo direction and the COVID-19 pandemic. Likewise, we extracted all of the keywords from those documents to notice out the nearly used keywords mentioned in 1112 records. The most used words and authors, as shown in the figures, are at the core of the figures and the other words are around them. Equally seen in Figure two, out of 7,680 authors of these articles, 110 authors had at least 3 manufactures. Too, 74 articles were related to each other and formed xi clusters. Among them, Li y, with 12 articles, had the highest number of manufactures and likewise had the most advice adequacy and total link force. Nosotros analyzed out of 5919 keywords retrieved in these articles, 557 keywords had a minimum frequency of iii times. The co-occurrence network of keywords in these articles was determined and the well-nigh used words in these manufactures were "humans" and "COVID-19" (Effigy three).

Visualization of the co-authorship networks betwixt the authors of retrieved articles.

Visualization of the co-occurrence network of keywords in the retrieved articles.

In the second function of the findings, the results of the review of retrieved articles, the bibliographic information of xv articles entered in the study, including the author name, commodity title, year of publication, journal name, the impact gene (IF), quartile, affiliation, and journal index location were obtained and presented in Table 2. Likewise, co-ordinate to articles used in this study, the challenges during the COVID-nineteen pandemic and the strategies of human resource managers in dealing with COVID-19 were determined and presented in Tablesthree and 4, respectively.

Table 2

Bibliographic information of the articles included in the report.

Author proper name	Article championship	Year	Journal	Impact cistron	Quartile	Amalgamation	Index location
Dennerlein JT, Burke Fifty, Sabbath EL, Williams JA, Peters SE, Wallace 50, et al. [12]	An Integrative Total Worker Health Framework for Keeping Workers Condom and Good for you During the COVID-19 Pandemic	2020	Homo Factors	3.165	Q1	Usa	ISI, Scopus, PubMed
Chanana N [14]	Employee date practices during COVID-19 lockdown	2020	Periodical of Public Affairs	-	Q2	India	ISI (ESCI), Scopus
Cooke FL, Schuler R, Varma A [25]	Man resource direction research and do in Asia: By, present and future	2020	Human being Resource Management Review	4.922	Q1	Australia, Switzerland, U.s.a.	ISI, Scopus
Cooke FL, Dickmann K, Parry E [26]	IJHRM afterwards xxx years: taking stock in times of COVID-xix and looking towards the hereafter of HR research	2020	The International Journal of Human Resource Management	3.040	Q1	Australia, U.k.	ISI, Scopus
Caligiuri P, De Cieri H, Minbaeva D, Verbeke A, Zimmermann A [27]	International HRM insights for navigating the COVID-19 pandemic: Implications for future inquiry and practice	2020	Journal of International Business Studies	7.724	Q1	USA, Australia, Kingdom of denmark, Canada, Great britain	ISI, Scopus
Wu 50-One thousand, Su W-H, Hsiao Southward-H, Hou M-F [28]	Preparedness for the side by side emerging infectious disease outbreak by implementing strategic human resource management	2020	Periodical of the Chinese Medical Clan	2.170	Q1	Taiwan	ISI, Scopus, PubMed, Embase, DOAJ
Nangia Thousand, Mohsin F [29]	Revisiting Talent Management Practices in A Pandemic Driven Vuca Environment–A Qualitative Investigation in The Indian It Industry	2020	Journal of Critical Reviews	-	Q4	India	Scopus
Gómez SM, Mendoza OEO, Ramírez J, Olivas-Luján MR [i]	Stress and myths related to the COVID-19 pandemic's effects on remote work	2020	Management Inquiry: Journal of the Iberoamerican Academy of Management	-	-	Mexico, Denmark, Usa	Emerging Sources Commendation Alphabetize; ProQuest
ROGGEVEEN S, CHEN S-W, RIVER HARMONY C, MA Z, Qiao P [sixteen]	The Adaption of Mail service COVID-19 in IHRM to Mitigate Changes in Employee Welfare Affecting Cantankerous-Cultural Employment	2020	IETI Transactions on Economic science and Management	-	-	Commonwealth of australia, China	-
Meyer KE [30]	Thinking Strategically During the Global Pan (dem)ic	2020	-	-	-	-	-
Lim V [31]	War with SARS: an empirical study of noesis of SARS transmission and effects of SARS on work and the organizations	2003	Singapore medical periodical	1.359	Q1	Singapore	ISI, Scopus, PubMed, Embase,
De Leon 5 [15]	Human Resource Management During the COVID-19 Pandemic	2020	Doctoral dissertation	-	-	California State University, Northridge	-
Manjula DP [32]	Human being Resource Coping Strategies in „New Normal‟ and their Bear on on Work Places: Systematic Review	2021	Journal of Contemporary Issues in Business organisation and Government				ISI (ESCI)
Butterick Thousand, Charlwood A [33]	HRM and the COVID-nineteen pandemic: How can we finish making a bad situation worse?	2021	Human Resource Management Journal	3.816	Q1	American	ISI, Scopus
Agarwal P [34]	Shattered just smiling: Human being resource direction and the wellbeing of hotel employees during COVID-19	2021	International Journal of Hospitality Management	6.701	Q1	United kingdom	ISI, Scopus

Table iii

Challenges during the COVID-19 pandemic.

Challenge	Clarification of the challenge
Economic shock	- All-encompassing supply-demand and market shock - Reduction of production worldwide, shortage of raw materials, force per unit area on the marketplace, and reduced income - Supply disruption due to dependence on imports of raw materials from other countries such as China - Disruption of global and domestic demand due to the impact of the COVID-19 pandemic on consumer spending - Low profitability and disruption in the production of many companies and investments - Stress and pressure on the bank and finance due to decreased consumers' loan repayments and lack of credit growth - Reduced oil prices - Closing of businesses - Supply Chain Daze (The supply chain includes all businesses that straight or indirectly meet the end client need, for example, demand shock: reduced consumer consumption, supply shock: mill shutdown) [4, 35] - Increasing unemployment [33]
Alter of social beliefs	- Change in spending design - Prohibition of big gatherings and social distancing - Change in the travel pattern - Decreased need for services, particularly tourism, entertainment, aviation, schooling, electronics, consumer goods, and luxury items - Interdependence of countries - Changes in service delivery and lifestyle - Mental health problems such every bit fear, stress, anxiety, depression, acrimony, frustration, despair [i] - Increment work at dwelling house [33, 36]
Claiming at organizational level	- Staff safety - Unemployment and underemployment - Working from home and limited work solutions equally a outcome of workflow disruption - Reduced employees' motivation - Reduced salary - Reduced customers and sales - Additional cost for hiring new employees - Disruption in the work of organizations due to the infection of employees with COVID-nineteen - Weakening of morale, reduced ability and concentration, and creation of stress in other employees due to the affliction of a colleague - Disruption of workflow due to the death of a colleague - Staff absence and transfer - Modifying internal laws, policies, and procedures in accordance with customer requirements - Boosted manpower and the need to train people to acquire new skills - Complication in work due to the integration of technology and digitalization - Increased workload - IT challenges following total and partial dwelling house office and adapting to them - Client needs and the inability of organizations to deliver on-site services - Spreading rumors in the organization and managing fear in the system - Dissimilar attitudes towards admission to health records and disclosure of the identity of affected employees [1, 4, 16, 31] - Injustice in the increase of unemployed people and lack of income against people who work at home and receive a normal salary [33, 34] - Depression job independence and job insecurity [33, 34] - Increasing employees' working hours due to the dismissal of their colleagues [34]

Tabular array 4

Human resource managers' strategies for COVID-19 management.

Strategy	Description of the strategy
Flexibility and employees' virtual life bike	- Flexibility of contracts - Distance working and working from home - Floating hours and flexibility - Open up workspaces - Virtual work bicycle of employees from arrival to departure and conducting virtual interviews - Encourage employees to work from dwelling house - Knowledge of employees on how to piece of work or deliver piece of work in difficult situations - Ascertain a regular process for separation and make up one's mind a purlieus between office and home [one, 4, xiv, 34]
Ensuring the availability of adequate resources for employees' home office	- Provide sufficient resources such as IT assets to run into the needs of employees to aid them work efficiently - Provide total logistical support for the transportation of IT infrastructure to new applicants or employees - Create a virtual processing program for communication - Connect the customer network to the organization network in the employees' abode during the current crisis in order to keep operating the business [4, xiv, fifteen, 25]
Providing employees with training courses to gain new skills	- Provide online meetings to strengthen skills, share knowledge and altitude learning - Develop employees' skills by creating a user-friendly virtual platform. For instance; encouraging employees and managers to participate in various meetings, so that based on the meetings attended, projects are assigned to employees - Utilize of potential and common skills and investing in employees - Virtual education of health care methods [4, 26]
Participation, development, and promotion of employees' motivation by establishing continuous advice using innovative methods	- Create a formal communication grouping on WhatsApp and regular advice between managers and employees - Use of group SMS service and sending letters to all employees of the arrangement - Have a slogan; "although we are far from each other, we are in contact with each other" - Create a cloud platform that is downloaded via mobile phone, so that employees tin find information technology and read content updated by the CEO. Through this program, employees can be fully connected. - Communicate continuously with the company's senior managers most managing work from home as well as supporting the family, then that employees tin can communicate in the new work environment. - Interaction and communication of employees with managers such equally virtual tea parties, team games, - Provide virtual games on a weekly footing, specially on Fridays - Participate in motivational sessions such equally Ted lectures - Brainstorming [4, 14, 34]
Utilise of innovative methods to support employees and maintain their health and welfare	- Create a free line to help employees and telemedicine counseling up to 7 consultations per month in order to maintain wellness and safety and reduce stress - Hold webinars and virtual sessions on staff fettle; for example, Zumba, yoga, and health talks by experts - Helping and supporting employees by identifying where employees live; for example, when employees accept to melt for themselves, the company can give them plenty time to spend for themselves. - Reward active employees - Offer additional benefits to compensate employees instead of reducing employee payments, and effort to give more benefits to employees. How we deal with employees in these critical situations will make them recollect that when they needed the organization the most, how we helped them [4, fourteen, 26] - Ensure that policies are implemented every bit to all remote and in-office workers [32, 34]
Providing innovative fun activities for the employees	- Virtual communication with employees such as an entertainment club (photography, written report, and cooking club.). - Create a campaign called: "Let's exercise it together" in which employees share stories about how to spend time in quarantine, how to help with daily chores. - Use of artistic employee date strategies such as interactive virtual team meetings (where employees are told to bout their domicile/introduce their family), celebrations such every bit birthdays, anniversaries, or personal talents (painting, music [iv, 14, 34]
Strengthening internal efficiency and talent acquisition	- Strengthen the internal team to attract and acquire talent. Because hiring a consultant costs more. Instead of paying a consultant, pay the employees. - Hiring new members and not postponing offers - Outsourcing services - Launch of a dedicated business unit focused on the Microsoft business plan to strengthen internal efficiency and reduce outsourcing and likewise making preparations for the hereafter [4] - Periodic feedback from employees [32]
Use of staff safety measures and focusing on work condition	- Employ of protective equipment - Distribution of protective equipment to employees at their discretion - Comprehensive and common organizational department strategies, such every bit horizontal cooperation within the system through compliance with health and infection command protocols in the workplace, increasing fresh air workout by using high-efficiency air filters to reduce pathogens, methods of separating employees from customers, providing handwashing facilities in the workplace, providing personal protective equipment for employees & customers (face shields, masks), testing the staff, implementing supportive policies, and encouraging employees to use the policies - Observance of condom protocols by employees, increasing the availability of testing for employees, responding to new needs in maintaining the health and safety of employees [1, 12]
Managers' commitment	- Transparent and empathetic communication with employees from all levels of direction and making new policies, conscientious planning to protect employees against COVID-19 - Daily participation of eye managers in COVID-19 pandemic prevention meetings in order to go acquainted with the latest international and domestic COVID-19 prevention approaches - Obligation of administrative managers for supervision and monitoring during the working twenty-four hour period in order to monitor the implementation of pandemic prevention measures, resolve disputes, obtain on-site feedback and take new measures [12, 28, 34]
Selection and participation of employees in decision-making	Some people are more successful in managing stress in uncertain situations and are able to make better decisions. Employees with a high level of tolerance for ambiguous conditions face trivial stress at piece of work. Employees with the ability to endure hard situations not only exercise not back down from stressful situations but also remain positive. Curious employees tin can grow in situations of feet and doubt. They can also be artistic, open-minded, and adjust to new situations. In this period of global stress and incertitude, organizations must identify and select the right employees based on these 3 competencies and benefit from their positive effects in order to grow the system. - Creating an intimate atmosphere with employees and communicating with them by asking questions such as (ane) What factors cause your health to be good or bad here? (2) What factors can accept a positive and not and then positive issue on your health? (3) What factors can contribute to the health of the team/unit of measurement/employer [12, 26]?
Strengthening cohesion and sharing experiences	The COVID-xix pandemic has created stress and common frustration in the globe. Currently, grooming and providing experience help to reduce ambiguity in different societies and cultures, such as how to apply information technology in a comprehensive way or the rules of communication and workflow [12].
Making changes based on organization assessment and information	Decision-making and continuous improvement of the safe, health, and well-being of employees by continuous monitoring, for case, monitoring of carbon dioxide levels in indoor air, and the amount of fresh air in the workplace [12]

4. Discussion

The offset goal of this research was to comprehend the bibliographic review of the articles used in this study, which provided an overview of the manufactures related to human resource management and COVID-19, every bit well as keywords used by authors in relation to human being resource management. We institute that human resource managers took agile participation in the prevention of COVID-19, as paying attention to the health of employees is a very important factor in the performance of an organization [28, 37]. Since no one knows when this pandemic will terminate, the challenges and strategies presented in this study can be a good reference for guiding, responding to, and controlling COVID-19 in organizations. 2d, our study shows that the challenges of COVID-19 include economic stupor, changing social behaviors, challenges at the organizational level. 3rd, the strategies that were used in responding to COVID-19 include flexibility, use of cyberspace in piece of work-related activities, staff safe, focusing on working weather, participation, development, and motivation of employees by continuous communication with them and apply of creative methods, provision of training courses for employees, use of creative means to support employees and ensure their health and well-being, use of creative fun activities for employees, ensuring adequate provision for efficient and distance working, strengthening internal efficiency and gaining talent, the commitment of managers, choice and participation of employees in conclusion-making, strengthening cohesion and sharing experiences, and making necessary changes based on organizational assessment and data. Finally, the main goal of any organization in the current situation is to maintain its survival, welfare, and effective management of human resources. Therefore, effective and intelligent direction of human being resources in this pandemic is very of import [iv]. Thus, it is recommended that financial and business organization organizations and companies utilize creative methods of talent management to ensure their survival. Talent management plays an important part in recognizing competencies, motivating staff, and retaining talent in the organization. Various human resource functions such as recruitment, training, performance management, and planning for the replacement of employees play a key role in combining methods for talent management [iv]. According to Nangia and Mohsin (2020), strategies related to participation and continuous advice with employees virtually, creating more benefits to encourage working from home, promoting the concrete and mental health of employees, improving staff preparation, and increasing internal efficiency of the organization in these conditions take high priority than acquisition and identification of talent [4]. Obviously, in such situations, it is important to use unlike strategies such as flexibility, and pay attention to talent management, job performance, job satisfaction, organizational performance, professional growth and development, social and occupational relationships, personal professional person operation, work motivation, and It civilization [eight, 38]. In flexibility, attention should exist paid to the four principles of power to make decisions in unknown areas, evolution of organizational agility, the practice of "practice information technology yourself" and use of bachelor resource to achieve goals [one]. The effect of piece of work flexibility on organizational functioning as well as employees' satisfaction and motivation has been studied in several studies and positive effects of work flexibility have been reported [39, 40]. Adam et al., (2020) best-selling that working from domicile has its advantages and disadvantages. Among the advantages of working from habitation, we can bespeak to:

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creating a sense of belonging to the organization
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increasing employees' satisfaction for reasons such as residuum in life and work
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reducing stress
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reducing commuting time
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increasing flexibility in organizational piece of work
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creating social distancing during the pandemic and optimizing the work environment.

They also listed the disadvantages and challenges of working from home as:

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social isolation
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the demand for new forms of direction
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interference between personal and occupational life
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the toll of setting up home office facilities
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and the need for time direction skills [41].

Careful study and further research in this surface area are needed in different societies because unlike societies have different facilities. In the uncertain conditions caused by COVID-19, in society to create condom and reliable conditions in the system, information technology is necessary to pay attending to the three pillars of reliability, which include human resource, information technology, and direction in full general and non separately [42]. Homo resource reliability refers to the ability to anticipate and detect potential risks and problems, prevent disruptions in the performance of IT systems, maintain adequate functioning, solve problems to promote effective performance and larn through experience. The managing director'south reliability, nevertheless, is focused on the ability to conceptualize and detect potential risks and problems that prevent the system from reaching its goals, change in the management organisation to foreclose disruption, restore the organization's performance to its natural land in case of disruption, and learn from mistakes. This ratability promotes work motivation, chore satisfaction, organizational values, commitment and interaction, and managers' abilities and interpersonal relationships [42, 43]. The structure and interaction of these three pillars (human being resources, it, and management) in the system must change in the wake of crises. Due to the quarantine and isolation situation acquired by the outbreak of COVID-nineteen, the level of anxiety, stress and psychological problems of employees is increasing, then developing strategies to amend the physical and mental health of employees likewise as communication mechanisms with employees, customers, and suppliers is recommended [1, 44]. Physical and mental health is the cornerstone of effective performance, service quality, and employees' motivation [45, 46], which help to achieve the organization'south mission and productivity, and increased customer satisfaction, sales, and profitability [14]. Due to the COVID-19 pandemic and its destructive furnishings on communities and limited organizational resource, sustainable homo resource management with the long-term development of human resources from consumption to development is of import and the concept of man resource management, organizational value, and organizational strategies should exist reviewed with a focus on the health of employee and workplace, employees' participation, collaboration and development, flexibility, compliance with labor regulations, justice and equality [8]. Finally, the conceptual model of sustainable organization in terms of homo resources management in uncertain atmospheric condition caused past COVID-19 was presented based on the findings of this study (Effigy 4), which shows that COVID-xix illness has faced business organizations with fluctuation, uncertainty, complexity, and ambiguity in the economical, social and organizational contexts. Human resource managers by intelligently identifying the challenges alee and using early and constructive strategies such equally flexibility, talent management, and paying attention to the three pillars of reliability in the organisation, tin accomplish the organization'south goals, increase productivity, raise customer and employee's satisfaction and ensure the stability and survival of the arrangement.

Sustainable organization in terms of man resource management in uncertain conditions caused by COVID-19.

4.ane. Limitations

Among the limitations of the present study was the modest number of studies on COVID-19 and human being resource management since the outbreak of the illness. The researchers tried to use the references and citations of the manufactures used in this study to conduct a more than detailed review of the available studies. Also, in this study, only English language articles, published in international and valid databases, were reviewed and other sources of information, including websites, were not considered. Finally, this written report, by presenting a conceptual model of sustainable organization in terms of human resource direction to overcome the challenges of COVID-19, tried to develop a reliable concept that can be used in other studies to manage organizations and employees in the best possible fashion and bring almost better outcomes. On the other hand, studies that focused on the details of our topic and visualized the articles which were retrieved had not been found out upward to this study. We as well focused on the comprehensive literature review of all related documents indexed in 3 main databases. For farther studies, the following are suggested: empirical inquiry to know more nigh the challenges of human resources during COVID-19, innovative strategies for managing homo resources during the COVID-nineteen, the experience and lessons of the clinical organisation, qualitative written report of health professionals for human resources direction during this crisis and, human resource management Strengths and weaknesses for Managing COVID-nineteen in Developing Countries.

5. Conclusion

This study, while expressing the challenges of the COVID-nineteen crisis, outlines the strategies of man resources direction that should be used by organization managers to increment satisfaction, productivity, motivation, accommodation to modify, welfare, and wellness of employees in the workplace by creating amend working weather condition, talent management, and flexibility. We focused on the comprehensive literature review of all related documents indexed in iii master databases. Also, no studies were found that focused on the details of our subject. Further studies on the brusque-term and long-term furnishings of COVID-19 on human resources are recommended through survey methods, such as interviews and questionnaires.

Declarations

Author contribution argument

Mohammad Reza Azizi: Conceived and designed the experiments.

Rasha Atlasi: Contributed reagents, materials, analysis tools or data.

Arash Ziapour: Analyzed and interpreted the data; Wrote the paper.

Roya Naemi: Conceived and designed the experiments; Contributed reagents, materials, analysis tools or data; Wrote the paper.

Jaffar Abbas: Analyzed and interpreted the data; Wrote the newspaper.

Funding statement

This research did not receive any specific grant from funding agencies in the public, commercial, or not-for-turn a profit sectors.

Data availability argument

Data will exist made available on request.

Declaration of interests statement

The authors declare no disharmonize of interest.

Additional information

No additional information is available for this paper.

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