C O VID- 19 HOW DOES IT LINK TO HUMAN RESOURCE DEVELOPMENT K M S1034 HUMAN RESOURCE DEVELOPMENT
introduction of CLARISSA ANAK GOLAYOUS ELIZABETH SEBI ANAK JARAW EURYDICE INGRID ANAK ANDREW JOANA ANAK ANTENIO ENSOL 83539 83722 83803 84145 OUR TEAM MATIAS OWEN ANAK BALA 86604 KMS1034 HUMAN RESOURCE DEVELOPMENT
Main Purpose PAGE 04 PAGE 05 PAGE 6-7 PAGE 8-9 Main Points Theories Understand The Topic Reference PAGE 10 CONTENT KMS1034 FLIPBOOK KMS1034 HUMAN RESOURCE DEVELOPMENT
Our group are dedicated to enrich the field of human resource development, we embarked on this project to explore the complexity caused by the Covid-19 pandemic. The main purpose of this study is to investigate how Human Resources practitioners handle the impacts of Covid-19 and to find ways to help employees work effectively while working from home because of the pandemic. We are a group of students of Human Resource Development program from Faculty of Cognitive Science and Human Development (FCSHD) at the University of Malaysia Sarawak (UNIMAS). This project is a part of our assignment for class of KMS1034 Human Resource Development. Throughout our academic journey, we have accumulated valuable insights regarding human resource development. Our coursework provided us a thorough grasp of the issue that organizations face in today's rapidly changing world. MAIN PURPOSE KMS1034 HUMAN RESOURCE DEVELOPMENT PAGE 04
The internal stress is increasing because remote work is affecting the employees' health, productivity, and the organizational performance while trying to adapt in new environment. To overcome this matter, HR should make a "supportive family-friendly" programme to help employees feel supported in their personal and professional lives. MAIN POINTS Some organizations struggle adapting to working remotely. This is due to certain types of work require specific skills or equipment that may not be accessible outside the workplace. So, HR professional can utilise a variety of plans, programmes, and strategies by employing virtual methods, such as conducting online learning to expand employees expertise in their job. Working remotely can create communication barriers between employees, making it difficult for them to effectively communicate. Communication disruptions can result in misunderstandings, mistakes, and decisionmaking delays. Managers should maintain contact with employees regularly and encourage open dialogue to make sure they can deal with the changes and feel supported. When HR professional and top management involve together while considered employees' opinions, the organisation can manage work well. In order to handle changes in the work market, the pandemic has increased the demand for upskilling and reskilling. It is the job of HRD professionals to identify new skill gaps brought on by the epidemic and create training programmes to fill them. In conclusion, COVID-19 has influenced HRD by requiring adjustments to work practises, emphasising the need for upskilling and reskilling, focusing on employee well-being, requiring talent management during organisational changes, promoting virtual learning, and involving HRD in crisis management initiatives. KMS1034 HUMAN RESOURCE DEVELOPMENT PAGE 05 In numerous organisations, the epidemic has led to layoffs, undergone organisation restructuring, and workforce reductions in resources. In managing talent during these transformations, HRD is essential. This involves putting into practice efficient change management techniques, supporting impacted workers, and assisting them in acquiring new skills to improve their employability.
According to Albert Bandura's social learning theory, which holds that people learn through imitating, copying, and modeling others in a social setting. Social learning theory is relevant to a number of corporate culture, employee development, and training issues in the field of human resource management (HRM). Bandura stressed the importance of paying attention, remembering what was learned, imitating what was seen, and being motivated to carry out the newly taught behavior when learning new things and developing new skills. Social learning theory can be used in the field of human resource management (HRM) to boost learning, adaptation, and resilience in employees during the COVID-19 pandemic. Interaction with others is essential for employee development, according to a principle of the social learning theory, which also describes how the work environment and emotional support can affect one's career development and advancement. The importance of interacting with people through discussions, joining learning communities, joining communities of practice, and developing mentoring relationships can thus be better understood using Bandura's social learning theory (Bond & Blevins, 2020). However, in distant or virtual work settings, it could be difficult to establish and maintain these connections. Additionally, according to Bandura's theory, each employee must be self-reliant, rely on their own cognitive talents, and persevere in order to do well. The likelihood that someone may seek to handle unexpected situations on their own is likely to depend on their beliefs and sense of selfefficacy. They also do our jobs in the virtual world without looking to others for assistance. It takes a lot of effort for someone to succeed in a virtual workplace, and it also depends on how long they can persevere in the face of challenges and bad situations (Bandura, 1977). Role models or significant others can boost self-confidence by rewarding good behavior and taking other supportive actions, like taking into account unforeseen adjustments to the balance between work and home. Strong self-efficacy increases a person's ability to overcome obstacles that hinder their ability to perform well at work and maintain success. In general, Bandura's social learning theory provides useful insights into how human resource management procedures can be created and applied to promote learning, skill advancement, motivation, and performance enhancement within businesses. HR professionals may design efficient programs and interventions that improve employee capacities and support corporate performance by taking into account the concepts of observational learning, modeling, selfefficacy, and social interaction. THEORIES KMS1034 HUMAN RESOURCE DEVELOPMENT PAGE 06
KMS1034 HUMAN RESOURCE DEVELOPMENT PAGE 07 Mentoring is a fundamental tenet of social learning theory. Mentoring can be considered as a logical extension and application of the ideas of Albert Bandura's social learning theory, even if it is not explicitly described as a core element of the theory. A more informed and experienced person (the mentor) supports and guides a less experienced person (the mentee) in their personal or professional development through mentoring. It has been acknowledged that this is a human resources or career development activity that is simple to apply to virtual work. Mentoring has also been linked to professional dedication, access to influential people, and positional power, which gives one the ability to influence organizational policy (Harvey, 2010). Reconnecting with the organization's mission is one of the good consequences of mentoring, as is boosting a person's perception of the organization's future. However, successful Mentoring has a difficult time having a beneficial influence in a virtual or remote work environment. Access to key individuals of the organization is limited in this work environment. As a result, unless organizations address this shortfall as a significant issue, social learning through mentorship is likely to be minimal and ineffective in career advancement needs.
UNDERSTAND THE TOPIC KMS1034 HUMAN RESOURCE DEVELOPMENT PAGE 08 According to the journal, one of the causes of many employees switching from traditional office settings to virtual or remote environments is the COVID-19 pandemic issue. As a result, employees are forced to work both virtually and alone, away from their employers and coworkers. The inability to interact with each other physically could limit efforts to stay involved, which would obstruct career development. In order to help employees find a balance between their work and personal lives, implement reward syastems, and enhance their overall sense of well-being and belonging while working remotely or away from their regular workplaces, virtual mentors are crucial. If this effect is only sustained, employers may start purposefully switching to virtual platforms in place of more conventional work environments. The journal talks about the importance of circumstances that influence individual’s career preferences, skills, and goals. This study is focusing on the impact of Covid-19 and the transition to virtual work settings on the progression of careers. Not only that, this study is discussing the responsibilities of HRD practitioners in assisting individuals and organizations amidst period of uncertainty. HRD practitioners are responsible to ensure that employees are equipped with the necessary skills to learn and grow in their career. HRD practitioners must aim to create a range of initiatives, including professional growth, and enhancement of the overall structure and function of an organization. HRD practitioners are responsible for executing both transactional and transformational actions. These initiatives include the domains of career growth, skills training, and competency awareness. An individual's sense of connection and inclusion within a social group or organization is referred to as belongingness. HR practices should aim to create a sense of belongingness among employees through various means, such as virtual team-building activities, regular communication, and promoting a supportive work culture. This sense of belonging can be jeopardized by the shift to remote work, though. Employees may experience a sense of alienation and disconnection from their coworkers, which could have a detrimental effect on their career development. To meet this challenge, organizations must develop virtual spaces and foster a sense of community through regular virtual gatherings, teambuilding activities, and online social networking sites. The main aim of these endeavours is to facilitate the adjustment of individuals and organizations to major shifts and encourage them to react efficiently to environmental unpredictability. Employees will sense a lack of social interaction and a sense of belonging while remote working. This is why it is important for HRD practitioners to create opportunities for social interaction and maintain a sense of belonging in virtual work environments. Social interactions are essential for human beings. It helps us to build relationships, share ideas, and feel connected to others. In a virtual work environment, social interaction can be limited, leading to feelings of isolation and disconnection which affect the organizations profit.
According to the social learning theory, people learn new skills by imitating the behavior of others. HR departments should focus on creating opportunities for social learning through virtual platforms, fostering knowledge sharing, and encouraging collaboration among remote workers. Through virtual interactions with coworkers, managers, or mentors, employees may pick up new skills and behaviors in the context of remote work. This might entail picking up technical know-how for remote work tools, getting used to virtual communication etiquette, or learning efficient time management techniques. This is to enables workers to increase their knowledge and skills, social learning is essential for career development and the organizations. The Social Learning Theory emphasises the value of learning from others, even in virtual environments, to advance abilities and knowledge. The importance of creating a sense of community and connection among remote workers is highlighted by belongingness. Self-empowerment emphasizes the importance of each person in controlling their own personal development and professional advancement. This study highlights the importance of organizations acknowledge the advantages and disadvantages of remote work settings. It also emphasizes the importance of creating plans for the virtual human resource development. This means the organizations should focus on developing strategies to enhance skills and abilities of their employees who work in virtual environments. By doing so, the organizations can manage their virtual workforce and maximize their potential. This highlights that HRD practitioners has huge responsibilities in developing an ideal working environment that is successful and productive. They help individuals and organizations to adapt to virtual working settings effortlessly. HRD practitioners should provide resources and support systems to empower employees in their remote work settings. Self-empowerment is the capacity of an individual to take charge of their own learning and development. This may include training programs, mentoring, career development opportunities, and technological resources that enhance remote collaboration and productivity. Employees who work remotely are frequently in charge of organizing their own schedules, establishing goals, and looking for advancement opportunities. Employees who work remotely may have more flexibility and autonomy, which gives them more control over how their careers develop. Employees who are empowered can pursue selfdirected learning, online certifications, and new challenges that fit with their career objectives. KMS1034 HUMAN RESOURCE DEVELOPMENT PAGE 09
Yarberry, S., & Sims, C. (2021). The impact of COVID-19-prompted virtual/remote work environments on employees’ career development: Social learning theory, belongingness, and self-empowerment. Advances in Developing Human Resources, 23(3), 237–252. https://doi.org/10.1177/15234223211017850 KMS1034 HUMAN RESOURCE DEVELOPMENT PAGE 10 REFERENCE