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By drawing on macro-categories of key human resource (HR) management interventions recommended by the Organization for Economic Co-operation and Development (OECD) during the Covid-19 pandemic, this study aimed to explore whether and how Intensive Care Units (ICU) have strengthened their HRs during the first year of Covid-19 emergency. A rapid review was conducted to provide a quick synthesis of the literature in English identified in the Web of Science Core Collection (WoS), PubMed, and Scopus databases. A total of 68 articles qualified for the final analysis. The findings illustrated that health organisations were often guided by staffing ratios to estimate capacity to care, aimed to modify the scope of practice of providers, redeployed both internal and external staff to ICUs, created and adapted the Covid-19-specific staffing models, and implemented technological innovations to provide services to the unprecedented number of patients while protecting the physical and mental health of their staff. The insights of this research should be helpful for health leaders, HR Managers, and policymakers who have faced unprecedented challenges and tough decisions during this emergency. The findings could also inform beyond-Covid-19 ICU policies and guide future research.

The adoption of Artificial Intelligence (AI) in the healthcare sector is growing, and AI-based technologies are envisioned to affect not only patient care but also how healthcare professionals work. Nevertheless, the actual impact of various AI applications on healthcare professionals’ jobs has not been studied yet. Bringing together a framework to analyse AI applications in health-care and the job design model, we analysed 80 publications from the grey-literature platform ‘SingularityHub’. Our findings demonstrate that AI applications in 1) diagnosis and treatment, 2) patient engagement and empowerment and 3) administrative activities have an impact on the various components of healthcare professionals’ job design, including job autonomy and control; skill variety and use; job feedback; social and relational aspects; and job demands. Implications for future research and practice are discussed.

Purpose COVID-19 has been a big reset to human resource (HR) processes. Organizations’ HR functions around the world have been working hard to effect a response that falls under four main headings: jobs and work continuity; physical health and well-being; need for mental health, resilience, family support and dealing with uncertainty; and remote work. Knowledge of whether and how these responses have been adopted by health organizations or their potential impact is scarce. Design/methodology/approach This paper discusses some of the HR strategies adopted or recommended for adoption by health systems/organizations with specific reference to the aforementioned HR response categories. Findings The evidence available illustrates that the HR responses adopted by health organizations are mostly in line with those adopted by organizations from other sectors, though not without some variances. The findings also suggest that COVID has acted as a “technological catalyst” for HR practices in health organizations. Research limitations/implications The background readings that informed this study also helped to identify some literature gaps that could be addressed by future research and practice. Practical implications The state of the art presented in this paper may be of value to health leaders and health HR managers in further strengthening their responses to both pre-existing and post-COVID people-related challenges. Originality/value This work is timely considering existing literature gaps and the fact that the existing evidence gets outdated quickly as the emergency progresses.

The organizational identity (OI) concept has been used only sporadically in information systems (IS) research despite the fact that technology in general and social media (SM) in particular are transforming the way individuals, groups and organizations think about and define themselves. This study examines the relationship between the extent of employees’ SM use for professional purposes and the nature of OI that employees hold about their employer. This relationship is examined in a medium-sized Italian HR Consulting Company. Data were collected by interviewing 22 employees and from examining their LinkedIn accounts. Our analysis unearths both strategic and cultural aspects of employees OI, with the former prevailing, and finds that that neither of these sides of OI vary depending on the extent of employees’ SM use. Considering that LinkedIn is the world’s largest professional SM, this study also has important practical implications highlighting the need to better explain SM use to employees.

Corporate identity is often defined as “what an organization is”. This concept relates to organizational identity. However, while organizational identity has an internal employee focus, corporate identity has an external focus. As such, it is often used as a synonym to organizational image that organizations project externally. Social media have created a multitude of ways for organizations, as well as for their employees, independently, to develop and disseminate corporate identity. However, although there have already been attempts to explore the role of employees’ personal social media profiles in projecting organizational identity externally, little is still known about how organizations use their social media profiles for these purposes. This empirical research, which is part of a broader doctoral research focusing on organizational identity and social media, aims to address this gap. Building on previous corporate identity and social media research, and adopting an existing framework explaining the relationship between social media and corporate identity, it analyses social media profiles of 12 international HR consulting companies. In particular, it explores the platforms they use, type of content they publish, their approaches for stakeholder engagement and interaction for building stronger organizational image/corporate identity. Diverse off-the-shelf applications were used for collecting social media data for the period between January and December 2017. We expect that the results of our analysis will help to understand how organizations (specifically HR consulting companies) use social media to project and strengthen their corporate identity, and what organizations from other sectors can learn from them.

Social media have created a multitude of ways for organizations to develop and disseminate their corporate and organizational identity. However, little is still known about how identity can be observed on social media. To address this research gap, we conducted a scoping review that collected, analyzed and synthesized the corpus of published research on organizational and corporate identity and social media. The analysis presented in this paper provides a description of the state-of-the-art on this topic that we hope can help future scholars to understand the various methodological approaches and types of data most pertinent to the exploration of organizational and corporate identity on social media, even though, overall, it reveals that there are relatively few studies with a reliable and universal method for measuring these concepts. This guarantees that future research will be necessary. Practitioners may also wish to draw on our findings to design more tailored ways of strengthening their organizational and corporate identity.

Introducing IT-enabled transformational change in the public sector can be complex and challenging. Documentary analysis and in-depth interviews were used to study the introduction of a Human Resource Information System (HRIS) in one Italian regional healthcare organisation (RHO). Drawing on existing HRIS benefit models, we examined the types of benefit envisaged by different stakeholders and how these were realised in practice, along with unintended outcomes. Analysis revealed that the RHO had derived value from the implementation project, whilst demonstrating variations in expected and realised benefits between different categories of employee and co-dependencies between different types of benefit. We propose an extended and empirically-informed model of expected and realized benefits from HRIS in health organizations, which takes account of these interdependencies and differences.

Social media (SM) are widely used by nonprofit organizations (NPOs). However, little is known about how they are used for fundraising, especially regarding their benefits/disbenefits, and the optimum strategies for maximizing value from such campaigns. The study presented here aimed to address this gap by collecting, analyzing and synthesizing the results of the corpus of published academic research on this topic. Of 194 potentially relevant search results generated from seven international online databases, only 71 (62 studies) fully met the inclusion criteria. Most of these qualifying studies were published in social science journals in the past three years and derived from high-income countries. Our findings indicate that the benefits NPOs can obtain from using SM for fundraising include increased transparency and accountability, operational, involvement and engagement, and improved organizational image (although in respect of the two latter, outcomes can be mixed). The strategies for NPOs' SM use for fundraising focused either on generic management of social media for NPO’s fundraising or on management of some specific SM fundraising campaigns.

Background: Public sector organizations worldwide are engaging with social media as part of a growing e-government agenda. These include government departments of health, public health agencies, and state-funded health care and research organizations. Although examples of social media in health have been described in the literature, little is known about their overall scope or how they are achieving the objectives of e-government. A systematic literature review is underway to capture and synthesize existing evidence on the adoption, use, and impacts of social media in the public health sector. A series of parallel scoping exercises has taken place to examine (1) relevant existing systematic reviews, to assess their focus, breadth, and fit with our review topic, (2) existing concepts related to e-government, public health, and the public health sector, to assess how semantic complexity might influence the review process, and (3) the results of pilot searches, to examine the fit of social media within the e-government and health literatures. The methods and observations of the scoping exercises are reported in this protocol, alongside the methods and interim results for the systematic review itself.Objective: The systematic review has three main objectives: To capture the corpus of published studies on the uses of social media by public health organizations; to classify the objectives for which social media have been deployed in these contexts and the methods used; and to analyze and synthesize evidence of the uptake, use, and impacts of social media on various outcomes.Methods: A set of scoping exercises were undertaken, to inform the search strategy and analytic framework. Searches have been carried out in MEDLINE, the Cochrane Library, Web of Science, and the Scopus international electronic databases, and appropriate gray literature sources. Articles published between January 1, 2004, and July 12, 2015, were included. There was no restriction by language. One reviewer (AT) has independently screened citations generated by the search terms and is extracting data from the selected articles. A second author (CP) is cross-checking the outputs to ensure the fit of selected articles with the inclusion criteria and appropriate data extraction. A PRISMA flow diagram will be created, to track the study selection process and ensure transparency and replicability of the review.Results: Scoping work revealed that the literature on social media for e-government in the public health sector is complicated by heterogeneous terminologies and concepts, although studies at the intersection of these three topics exist. Not all types of e-government are evident in the health care literature. Interim results suggest that most relevant articles focus on usage alone.Conclusions: Public health organizations may be taking it for granted that social media deliver benefits, rather than attempting to evaluate their adoption or impacts. Published taxonomies of e-government hold promise for organizing and interpreting the review results. The systematic review is underway and completion is expected in the beginning of 2016.Trial Registration: PROSPERO International Prospective Register of Systematic Reviews: CRD42015024731; http://www.crd.york.ac.uk/PROSPERO/display_record.asp?ID=CRD42015024731 (Archived by WebCite at http://www.webcitation.org/6dV1Cin91).

Purpose This paper aims to analyze 54 People Analytics (PA) conferences with a view to mapping the discussions around PA, industries/sectors that currently lead in PA practices and PA opinion makers. Design/methodology/approach A scoping approach was adopted to examine the emerging topic of PA. This is one of the first methodological attempts to analyze a number of business/management conferences together. Findings The findings illustrate a broad geography of existing PA knowledge hubs and the relative PA maturity of organizations from some sectors. Within organizations, discussion on PA takes place at the top levels. The results also indicate a growing interest in and readiness to embrace PA on the part of the professional community and enthusiasm among some management academics about making PA the center of the HR profession. The findings reveal the most frequently discussed conference topics, and those that are currently overlooked in extant published work, guaranteeing future research and practice. Originality/value To the best of the author’s knowledge, this is the first methodological attempt to analyze numerous PA-related business/management conferences together.