Organizational response to changes in human resource practices during covid-19: the case of L’oreal Kenya

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dc.contributor.authorKahiga, Lynn Wanjiru
dc.date.accessioned2023-02-13T14:57:30Z
dc.date.available2023-02-13T14:57:30Z
dc.date.issued2022
dc.descriptionA Research Project Submitted in partial fulfillment of the requirements for the Degree of Bachelor of Commerce at Strathmore Universityen_US
dc.description.abstractThe COVID-19 pandemic disrupted business functional areas especially how employees worked. The recommendations by the World Health Organization to work from home triggered adoption of remote working which became rampant and the new normal since the COVID-19 pandemic. As such, some of the ways HR departments were accustomed to operating faced a dynamic shift, for example, hiring and firing processes became strict and limited to virtual platforms especially the hiring process. As such, this study aimed to investigate organizational responses to changes in Human Resource practices during COVID-19 pandemic, the case of L'Oréal Kenya. To achieve this objective, this study aimed to investigate the impacts of COVID-19 on HR practices such as, Recruitment processes, performance evaluation and appraisal, employee benefits, termination policies among others. The research applied descriptive quantitative research techniques. The research was anchored on two theories namely the flexible firm model theory and the Human resource Architecture model theory. The unit of analysis was L'Oréal Kenya. The unit of study was the employees at L'Oréal Kenya. Questionnaires and interviews were the main mode of primary data collection.en_US
dc.identifier.urihttp://hdl.handle.net/11071/13105
dc.language.isoenen_US
dc.publisherStrathmore Universityen_US
dc.titleOrganizational response to changes in human resource practices during covid-19: the case of L’oreal Kenyaen_US
dc.typeLearning Objecten_US
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