Unmasking Reflexivity in HR Managers During the COVID-19 Lockdown in Italy

This paper explores how some Italian HR managers narrate the changes imposed by the COVID-19 threat in the workplace. Events since December 2019 have presented exceptional circumstances to which HR managers have reacted in very different ways. This study explored how HR managers came to introduce or...

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Published inFrontiers in psychology Vol. 11; p. 588128
Main Authors Ripamonti, Silvio Carlo, Galuppo, Laura, Provasoli, Giulia, Benozzo, Angelo
Format Journal Article
LanguageEnglish
Published Switzerland Frontiers Media S.A 23.12.2020
Subjects
crisis management
HR managers’ reflexivity
organizational change
Psychology
qualitative approach
thematic analysis
organizational change
thematic analysis
crisis management
HR managers’ reflexivity
qualitative approach
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Summary:This paper explores how some Italian HR managers narrate the changes imposed by the COVID-19 threat in the workplace. Events since December 2019 have presented exceptional circumstances to which HR managers have reacted in very different ways. This study explored how HR managers came to introduce organizational changes aimed at coping with the emergency, as well as how employees were involved in those organizational changes. The article is based on a thematic analysis of some interviews with Italian HR managers whose companies decided to switch working from home on a massive scale. We wanted to offer some reflections on the actions taken by a few HR managers and Italian companies to keep working at a time when most workers were forced to respect the lockdown.
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This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
Reviewed by: Magdalena Ślazyk-Sobol, University of Wrocław, Poland; Gloria Guidetti, University of Studies G. d’Annunzio Chieti and Pescara, Italy
Edited by: Paula Benevene, Libera Università Maria SS. Assunta, Italy
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2020.588128