Human Resource Management (HRM) Practices for Business Resilience: A Case of E. B. Creasy Co. PLC, Sri Lanka

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dc.contributor.author Udawatta, Buddhika
dc.date.accessioned 2024-09-05T11:50:05Z
dc.date.available 2024-09-05T11:50:05Z
dc.date.issued 2022
dc.identifier.issn 2513-2733
dc.identifier.uri http://digitalrepository.cipmlk.org/handle/1/504
dc.description.abstract 2020, a numerically unique year that lit a lot of hopes for prosperity, growth, and stability for people, businesses, and economies, changed its course from the first quarter and began shifting the paradigm to a more challenging, threatening, and an evolving platform to the lives of people, businesses and economies across the globe. The COVID 19 pandemic which is the dominating shifter of this paradigm change has posed many threats to the resilience of businesses. Its aftermath has impacted on supply chain, demand generation, financing, and marketing functions of businesses while human resource management (HRM) had to play a different role to ensure the survival of the business. en_US
dc.publisher Chartered Institute of Personnel Management en_US
dc.relation.ispartofseries 6;
dc.relation.uri https://ror.org/05g7w4342
dc.subject Business Resilience, E. B. Creasy Co. PLC, Human Resource Management (HRM) Practices, Sri Lanka en_US
dc.title Human Resource Management (HRM) Practices for Business Resilience: A Case of E. B. Creasy Co. PLC, Sri Lanka en_US
dc.type Article en_US


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