Advancement of E-HRM Practices and Organisational Behaviour in times of Covid-19

  • Ishita and Deeksha Dubey
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  • Ishita

    Student at Symbiosis Law School, Pune, India.

  • Deeksha Dubey

    Student at Symbiosis Law School, Pune, India.

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India is a developing country and ever since the country has been emphasizing on the need for complete digitalization which is yet under process. After the outbreak of corona virus, the need for digitalization has increased by many folds. The country was not ready to adapt to the changes that shifted their entire lives from physically outgoing to just sitting at home and doing everything digitally over the internet, using mobile phones, laptops and other electronic gadgets. What makes digitalization more challenging in India is poverty and illiteracy. Some can’t afford the electronic gadgets while other do not know the technical know-how. Most big businesses and companies were even not ready for such an instant change into their working. Many organizations faced exceptional losses whereas some of them coped with these challenges really well. Through this paper the authors aim to identify the challenges that were faced during the pandemic with respect to the Human Resource Management in various companies and how those challenges were defeated by the new E-HRM techniques. Additionally, the paper analyses as to how the HRM practices changed post the pandemic in order to fit into the current situations. This paper also explores the opinion of the employees in various aspects of the traditional HRM practices and how the new E-HRM practices have helped them work better. Furthermore, this paper critically analyses how Organisation Behavior changed due to COVID-19 which further assisted in overcoming the challenges posed by the outbreak of the virus. Employees’ responses have been compiled by way of a structured questionnaire which consists of their statements regarding the E-HRM tools and the Organizational Behavior post the pandemic.


Research Paper


International Journal of Law Management and Humanities, Volume 4, Issue 4, Page 2517 - 2533


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