Abstract
THE IMPACT OF HUMAN RESOURCES MANAGEMENT PRACTICES’ ON ORGANIZATIONAL RESILIENCY AND ORGANIZATIONAL AGILITY
In our age where change is accelerating in the world, organizations have to adapt to the environment in order to survive. Organizations adapt to the environment of continous change which occurs as a result of competitors’ activities, new technologies and innovations as a result of by means of organizational agility. Organizations survive disruptive change such as economic crises, natural disasters, epidemics by means of organizational resilience. Considering that the most important element of the organization is its people, in increasing organizational resilience and agility, human resource management (HRM) practices have an important impact. Organizational resilience variable is examined in three dimensions as cognitive resilience, behavioral resilience and contextual resilience. Organizational agility is examined in three dimensions as customer agility, operation agility and partnering agility. The field study was conducted in Istanbul and within the range of the study data were collected from 602 participants. Collected data were analyzed by factor analysis, correlation analysis and regression analysis. As a result of the study it is found that there is a medium level relationship between HRM practices and organizational resilience. A weak level relationship between HRM practices and organizational agility is identified. As a result of the research it is concluded that comprehensive and consistent HRM practices have a significant impact on organizational resilience, and that more different and targeted HRM practises are needed to improve organizational agility.
Keywords
Human resource management, HRM, Human resource management practices, organizational resilience, orga
