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Changes and Challenges in Human Resources Management: An Analysis of Human Resources Roles in a Bank Context (after COVID-19)

Author

Listed:
  • Chiara D’Angelo

    (Psychology Faculty, Università Cattolica del Sacro Cuore, Largo A. Gemelli 1, 20123 Milan, Italy)

  • Diletta Gazzaroli

    (Psychology Faculty, Università Cattolica del Sacro Cuore, Largo A. Gemelli 1, 20123 Milan, Italy)

  • Chiara Corvino

    (Psychology Faculty, Università Cattolica del Sacro Cuore, Largo A. Gemelli 1, 20123 Milan, Italy)

  • Caterina Gozzoli

    (Psychology Faculty, Università Cattolica del Sacro Cuore, Largo A. Gemelli 1, 20123 Milan, Italy)

Abstract

Background: In the coming years, HR in the banking industry will need to play a leading role to develop human capital management, based on people care, evaluation, development, and training. To properly face this change in one of the biggest Italian banks we wanted to contribute to understanding the actual HR areas of change and examine how HR roles are dealing with “being on the frontline” of an unparalleled organisational evolution. Methods: Six focus-group sessions with up to 10 participants per session. Results: The crucial issue that emerged is a profound rupture and crisis that showed the (already existing) fragilities of the HR role interpretation: develop a new synergic relationship with the top management; define a stronger and wider organisational mandate; establish structured moments of discussion between professionals. Conclusion: HR roles in the banking context, especially after the pandemic, entail a high emotional burden related to role assumption. Specifically, our research highlighted the need to discuss the evolution of the HR role with top management, the need for synergies and a definition of the organisational mandate that allows wider participation in terms of decision-making and planning, and finally the need for supervision of HR roles.

Suggested Citation

  • Chiara D’Angelo & Diletta Gazzaroli & Chiara Corvino & Caterina Gozzoli, 2022. "Changes and Challenges in Human Resources Management: An Analysis of Human Resources Roles in a Bank Context (after COVID-19)," Sustainability, MDPI, vol. 14(8), pages 1-14, April.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:8:p:4847-:d:796375
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    References listed on IDEAS

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    1. Lijun Wang & Yu Zhou & Guoyang Zheng, 2022. "Linking Digital HRM Practices with HRM Effectiveness: The Moderate Role of HRM Capability Maturity from the Adaptive Structuration Perspective," Sustainability, MDPI, vol. 14(2), pages 1-20, January.
    2. Diletta Gazzaroli & Caterina Gozzoli, 2021. "Pending Issues on Professionals’ Well-Being: The Living and Working Together in Organization Perspective," Sustainability, MDPI, vol. 13(12), pages 1-15, June.
    3. Ruba Kutieshat & Panteha Farmanesh, 2022. "The Impact of New Human Resource Management Practices on Innovation Performance during the COVID 19 Crisis: A New Perception on Enhancing the Educational Sector," Sustainability, MDPI, vol. 14(5), pages 1-21, March.
    4. Chiara D’Angelo & Diletta Gazzaroli & Caterina Gozzoli, 2020. "Organisational Welfare in Italian SMEs: The Process of Valorising Human Resources," Sustainability, MDPI, vol. 12(22), pages 1-13, November.
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    Cited by:

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