Gestión humana en crisis y derecho al trabajo digno: Un análisis
desde la ética y la responsabilidad organizacional
J. Manage. Hum. Resour. (July - December 2025) 3(2): 27-32
https://doi.org/10.5281/zenodo.16755365
ISSN 3091-1850
REVIEW ARTICLE
Human resource management in crisis and the right to decent work:
An analysis from the perspective of ethics and organizational
responsibility
Dariee Valle
borges@uniss.edu.cu
Universidad de Sancti Spírítus “José Martí Pérez”, Sancti Spírítus
Cuba.
Received: 04 February 2025 / Accepted: 23 May 2025 / Published online: 31 July 2025
© The Author(s) 2025
Dariee Valle
1
·
Dianleis Pérez
2
Abstract This article examines the transformative role of hu-
man resources management in crisis contexts, highlighting its shift
from a logic of entrepreneurship and growth to one centered on
resilience, care, and organizational sustainability. Through a sys-
tematic review of scientic literature published between 2020 and
2024 in databases such as Scopus, Web of Science, and EBSCO,
emerging human resource practices linked to adaptive leadership,
occupational health, organizational resilience, and emotional sup-
port are examined. The research shows that, in the face of high-
ly uncertain scenarios — such as pandemics, social conicts, or
economic disasters — the traditional Functions of HR departments
are insucient, requiring a reconguration toward more exible,
humanized, and collaborative models. The results reveal a para-
digm shift in how organizational success is understood, prioritizing
collective well-being, psychological safety, and internal cohesion
over traditional productivity indicators. Eective strategies are
also identied, such as strengthening internal support networks,
empathetic leadership, implementing mental health protocols, and
activating external alliances with a solidarity approach. The discus-
sion argues that human resources play a crucial role as a mediator
between external pressures and internal stability, thereby becoming
a key driver of organizational resilience. It is concluded that, in
crisis contexts, resisting implies more than just surviving: it means
rebuilding the organization based on an ethic of care, inclusion, and
collective co-responsibility.
Keywords human resources, organizational resilience, empathetic
leadership, sustainability.
Resumen Este artículo explora el papel transformador de la ges-
tión humana en contextos de crisis, destacando su tránsito desde
una lógica de emprendimiento y crecimiento hacia una centrada
en la resistencia, el cuidado y la sostenibilidad organizacional. A
través de una revisión sistemática de literatura cientíca publicada
entre 2020 y 2024 en bases de datos como Scopus, Web of Science
y EBSCO, se examinan prácticas emergentes en recursos humanos
vinculadas al liderazgo adaptativo, la salud ocupacional, la resilien-
cia organizacional y la contención emocional. La investigación evi-
dencia que, frente a escenarios de alta incertidumbre —como pan-
demias, conictos sociales o desastres económicos—, las funciones
tradicionales de los departamentos de RRHH resultan insucientes,
exigiendo una reconguración hacia modelos más exibles, hu-
manizados y colaborativos. Los resultados revelan un cambio de
paradigma en la forma de entender el éxito organizacional, privile-
giando el bienestar colectivo, la seguridad psicológica y la cohesión
interna sobre los indicadores clásicos de productividad. Asimismo,
se identican estrategias efectivas como el fortalecimiento de re-
des internas de apoyo, el liderazgo empático, la implementación
de protocolos de salud mental y la activación de alianzas externas
con enfoque solidario. En la discusión se argumenta que la gestión
humana adquiere un rol clave como mediadora entre las presiones
externas y la estabilidad interna, convirtiéndose en un motor de re-
siliencia organizacional. En contextos de crisis, resistir implica más
que sobrevivir: es reconstruir la organización desde una ética del
cuidado, la inclusión y la corresponsabilidad colectiva.
Palabras clave gestión humana, resiliencia organizacional, lide-
razgo empático, sostenibilidad.
How to cite
Valle, D., & Pérez, D. (2025). Human resource management in crisis and the right to decent work: An analysis from the perspective of ethics and organizational
responsibility. Journal of Management and Human Resources, 3(2), 27-32. https://doi.org/10.5281/zenodo.16755365
1
Universidad de Sancti Spírítus “José Martí Pérez”, Sancti Spírítus
Cuba.
2
Fiscalía Provincial Sancti Spíritus, Sancti Spíritus, Cuba.
J. Manage. Hum. Resour. (July - December 2025) 3(2): 27-32 28
Introduction
Human talent management has undergone signicant
evolution in recent decades, particularly under the inuen-
ce of paradigms centered on entrepreneurship, innovation,
digitalization, and eciency. These models have promoted
a vision of human capital as a driver of growth and compe-
titiveness, aligning its development with the organization’s
strategic objectives in contexts of relative stability (Ulrich et
al., 2015). However, this orientation has been severely cha-
llenged by the multidimensional impact of recent global cri-
ses, including the COVID-19 pandemic, systemic economic
crises, geopolitical conicts, and the advancement of climate
change. These situations not only destabilize production sys-
tems but also recongure organizational priorities and, espe-
cially, the dynamics of human resource management (Iturral-
de-Pulla et al., 2020; van der Walt et al., 2023).
In this new scenario, human resources management faces
an existential challenge: how to sustain connections, values,
and organizational continuity amid disruption? The pande-
mic has exposed the limitations of the traditional approach,
while accelerating a transition toward more humane, suppor-
tive, and resilient models. Thus, new questions are emerging
that require urgent attention: What does it mean to lead in ti-
mes of crisis? How is organizational success redened when
the environment is hostile and uncertain? What is the role of
human resources management in preserving the emotional,
symbolic, and ethical fabric of the organization?
Far from being a marginal phenomenon, the need to reor-
ganize human resources strategies based on criteria of emo-
tional sustainability, psychosocial support, and structural
adaptability has become an ethical and strategic imperative
(Gittell et al., 2010). Various studies have shown that the or-
ganizations that have managed to resist the eects of crises
most eectively have been those that knew how to prioritize
the physical and mental health of their employees, imple-
ment empathetic leadership, foster internal support networ-
ks, and build organizational cultures with a high degree of
cohesion and trust (Kuntz, 2021; Taris et al., 2022).
This paper is based on the premise that, to be eective in
crisis contexts, human resource management must abandon
the one-dimensional logic of productivity and continuous
growth and adopt a holistic approach focused on organiza-
tional resilience. Here, “resilience” is understood not only
as survival or harm reduction, but as the active capacity for
adaptation, transformation, learning, and recovery in the face
of changing and challenging environments (Duchek, 2020).
It also implies an ethical dimension: the commitment of or-
ganizations to the dignity of work, collective well-being, and
organizational justice.
In this sense, we propose a critical analysis of the concep-
tual and practical transition in human resource management
“from entrepreneurship to resistance,” that is, from the drive
for expansion and competitiveness to a model centered on
people care, social cohesion, and organizational sustainabili-
ty. This transition does not imply abandoning innovation or
development, but rather rethinking them from more inclusi-
ve, sensitive, and adaptive perspectives.
From a methodological perspective, this article is based on
a systematic review of scientic literature indexed between
2020 and 2024, focusing on empirical and theoretical stu-
dies that address the relationship between human resources
management and organizational crises. The overall objective
is to identify the key elements that dene eective human
resources management in disruptive scenarios and propose
a conceptual framework to guide the actions of leaders and
human resources managers in complex contexts.
At a structural level, the article is organized into ve
sections. The rst corresponds to the current introduction,
which justies the relevance of the topic and outlines the
study’s approach. The second section outlines the metho-
dology employed, detailing the criteria used for source se-
lection and analysis. The third section presents the results,
organized into four key dimensions: paradigm shift, emotio-
nal management, social innovation, and redening success.
The fourth section discusses the ndings in light of the theo-
retical frameworks and case studies reviewed. Finally, the
fth section presents conclusions and recommendations for
human resource management focused on resilience and sus-
tainability.
In short, this work aims to contribute to the academic and
practical debate on the future of work in times of crisis, hi-
ghlighting the importance of human management that, far
from focusing solely on economic indicators, places life, re-
lationships, and the organizational community at the center.
Addressing human resource management in crisis contexts
requires a multidisciplinary approach that articulates theore-
tical perspectives to capture the complexity of organizational
processes in highly uncertain scenarios. This section reviews
the main conceptual frameworks that support the analysis of
transformations in human resource practices, highlighting
those that allow us to understand the transition from entre-
preneurial-oriented models to forms of organizational, emo-
tional, and ethical resilience.
Traditionally, human talent management has been viewed
as a set of processes designed to recruit, develop, retain, and
J. Manage. Hum. Resour. (July - December 2025) 3(2): 27-3229
optimize employee performance in alignment with the orga-
nization’s strategic objectives (Armstrong & Taylor, 2023).
Under the strategic management paradigm, this function
assumed an instrumental role, aligned with indicators of
productivity, eciency, and economic return, with a strong
emphasis on assessing competencies and individual perfor-
mance (Boxall & Purcell, 2021).
However, recent studies have begun to question this tech-
nocratic logic, pointing out that in times of crisis, the value
of human capital is redened based on its ability to sustain
relationships, generate internal cohesion, and contribute to
organizational resilience (Kaufman, 2020). In this context,
human capital management expands beyond work adminis-
tration, integrating dimensions such as emotional well-be-
ing, protecting psychosocial health, and building trust in
times of adversity.
Organizational resilience is dened as an organization’s
ability to anticipate, prepare for, respond to, and adapt to
changing conditions and disruptive events, maintaining
its core operations and generating opportunities for lear-
ning and transformation (Lengnick-Hall et al., 2011). This
approach recognizes that organizations must not only withs-
tand the impact of crises but also rebuild on new foundations
that foster their long-term sustainability.
From this perspective, human resource management is a
critical factor in building resilience, as it involves practi-
ces that foster adaptability, commitment, eective internal
communication, and a sense of community. As Burnard and
Bhamra (2011) argue, resilient organizations are not neces-
sarily the largest or most technologically advanced; instead,
they are those capable of activating rapid, ethical, and huma-
ne responses to crises, based on their internal relationships.
Leadership in crisis contexts requires dierent skills than
leadership in normal conditions. Heifetz et al. (2009) pro-
pose the concept of adaptive leadership, which refers to the
ability of leaders to mobilize people to face complex cha-
llenges, sustain uncertainty, and promote change without
pre-established technical solutions. This type of leadership
involves active listening, empathy, a systemic vision, and a
willingness to share power with work teams.
In this sense, human resources management must foster
the development of leaders capable of generating psycho-
logical safety, emotionally supporting their employees, and
making ethical decisions, even when this means slowing
down production processes or modifying strategic goals. As
Weinzimmer et al. (2021) point out, leadership in turbulent
contexts ceases to be an individual function and becomes a
distributed practice that mobilizes emotional, cultural, and
community resources.
Organizational crises often have a profound impact on
workers’ mental health. Symptoms such as anxiety, chronic
stress, emotional exhaustion, and demotivation are common
in these contexts, especially when combined with job insta-
bility, social isolation, or task overload (Fetzer et al., 2020).
Given this scenario, various studies have emphasized the
importance of integrating well-being and emotional support
policies into human resource management strategies.
Interventions such as psychological assistance programs,
therapeutic support, training in emotional intelligence, exi-
ble working hours, and spaces for collective expression have
demonstrated positive eects on occupational health (Kuntz,
2021; Taris et al., 2022). Well-being ceases to be an ancillary
benet and becomes a fundamental condition for sustainable
performance, especially in sectors with high demands or sig-
nicant risk exposure.
The ethical theory of care, developed by authors such as
Gilligan (1982) and Tronto (2013), oers a robust concep-
tual framework for rethinking organizational practices in ti-
mes of crisis. From this perspective, care is not understood
as a secondary or exclusively feminine activity, but rather as
a fundamental, relational, and political practice for sustai-
ning life in contexts of vulnerability.
Applied to the eld of human resources management, the
ethics of care involves recognizing the interdependence be-
tween people, assuming shared responsibilities, and building
organizations that are sensitive to the needs of their mem-
bers. This translates into more horizontal leadership, parti-
cipatory processes, inclusive policies, and a revaluation of
emotional and reproductive labor within labor structures
(van der Walt et al., 2023).
This ethical shift is particularly relevant in crisis contexts,
where management decisions can have a direct impact on
the dignity, health, or safety of workers. Care-based human
management allows us to transcend the instrumental logic of
“human resources” and place the value of life and the relatio-
nal sustainability of the organization at the center.
Methodology
This research is framed within a qualitative, theoretical,
and documentary approach, aimed at understanding the
transformation of human management from entrepreneur-
ship-centered models to forms of organizational resilience,
particularly in crisis contexts. The methodology adopted is
based on a systematic review of specialized scientic litera-
ture, guided by the principles of the PRISMA protocol (Mo-
her et al., 2009), which ensures transparency, comprehensi-
J. Manage. Hum. Resour. (July - December 2025) 3(2): 27-32 30
veness, and rigor in the selection, analysis, and interpretation
of the consulted sources. From an epistemological perspec-
tive, the study is situated within the interpretive-constructi-
vist paradigm, which recognizes the social construction of
organizational meanings through narratives, practices, and
human connections. In line with this approach, the documen-
tary review is not conceived as a mere collection of informa-
tion, but as a critical and reective process that enables the
generation of knowledge through dialogue between empiri-
cal evidence and theoretical frameworks.
The information search was conducted between March and
June 2025 in high-impact academic databases such as Sco-
pus, Web of Science, ScienceDirect, EBSCOhost, and Re-
dALyC, using Boolean combinations of keywords in English
and Spanish, such as “human resource management,” “or-
ganizational resilience,” “employee well-being,” “crisis ma-
nagement,” “human management,” “adaptive leadership,”
and “psychosocial occupational health.” Filters were applied
to limit the results to publications published between 2020
and 2024 that were peer-reviewed, in full text, and either in
English or Spanish. Subsequently, inclusion and exclusion
criteria were dened, prioritizing original articles, systema-
tic reviews, and case studies focused on human talent mana-
gement in crisis scenarios. Duplicate documents, editorials
without empirical support, or studies focused on contexts of
organizational stability were excluded. After screening the
articles by title, abstract, and full text, 42 relevant articles
were selected to constitute the analyzed corpus.
For data processing, the thematic analysis technique pro-
posed by Braun and Clarke (2006) was employed, which
enabled the identication of patterns of meaning and emer-
ging categories related to leadership, well-being, resilience,
organizational care, and the redenition of success. The pro-
cedure included an intensive reading of the selected texts,
open coding of signicant segments, axial grouping into
thematic axes, and a narrative synthesis of the ndings. The
results were organized into an analysis matrix that enabled
systematic comparison, triangulation, and correlation of
the information. The validity of the study was strengthened
through strategies of theoretical triangulation and critical
contrast with conceptual frameworks from change mana-
gement, organizational resilience theory (Lengnick-Hall et
al., 2011), adaptive leadership ( Heifetz et al., 2009), and
the ethics of care (Tronto, 2013). These tools enabled the
enrichment of data interpretation and the overcoming of a
fragmented view of the phenomenon.
Regarding ethical considerations, as this was a documen-
tary research project, neither informed consent nor the in-
tervention of an ethics committee was required. However,
the principles of academic integrity, responsible citation, and
interpretative delity of the analyzed sources were guaran-
teed. A methodological limitation is acknowledged: potential
publication bias, a common issue in studies that focus on
peer-reviewed academic literature, as well as the diculty
in generalizing the ndings to all organizational contexts.
However, the value of this work lies in its contribution to a
critical and situated understanding of how human resource
management can be recongured as a strategic axis of resi-
lience, sustainability, and care in highly uncertain environ-
ments.
Results and discussion
The results obtained from the thematic analysis of spe-
cialized literature reveal a signicant transformation in the
practices and discourses of human resource management
in crisis contexts. One of the most relevant ndings is the
paradigm shift from an approach centered on entrepreneur-
ship, innovation, and competitiveness to a model oriented
toward organizational resilience, characterized by prioritiz-
ing emotional well-being, social support, and relational sus-
tainability. This transition does not imply the abandonment
of eciency or productivity, but rather their subordination to
ethical principles, such as care, protection of work-life bal-
ance, and collective co-responsibility (Iturralde-Pulla et al.,
2020; van der Walt et al., 2023). In this sense, it is observed
that the most resilient organizations were those that managed
to redene their strategic objectives, prioritizing the mental
health of their employees, the meaning of work, and internal
cohesion as the axes of their operational survival.
Second, the review of the articles allowed us to identify a
central category linked to the management of psychosocial
well-being. A large number of studies report that crises—
notably the COVID-19 pandemic—generated profound
impacts on workers’ emotional health, with an increase in
disorders such as anxiety, chronic stress, mental fatigue, and
burnout (Fetzer et al., 2020; Kuntz, 2021). Faced with this
situation, organizations deployed a range of strategies, in-
cluding exible working hours, the implementation of psy-
chological support programs, the promotion of safe spaces
for dialogue, and emotional intelligence training for leaders
and teams. These measures, far from being accessory, proved
to be essential to preserving organizational performance un-
der conditions of high uncertainty. In this context, human
resource management assumed a preventive and therapeutic
role, functioning as an articulator between institutional re-
sources and individual needs, thus contributing to sustaining
the symbolic and aective fabric of work.
A third relevant result is the leading role that adaptive lead-
ership has acquired. Unlike traditional models based on con-
trol, rigid planning, and hierarchical supervision, eective
J. Manage. Hum. Resour. (July - December 2025) 3(2): 27-3231
leaders in crisis contexts were those who could act with em-
pathy, improvise exible responses, share decision-making
power, and generate trust in conditions of ambiguity (Heifetz
et al., 2009; Hannah et al., 2011). These leaders did not focus
exclusively on maintaining operability, but on sustaining the
emotional integrity of teams, containing uncertainty, and fa-
cilitating organizational learning processes.
Adaptive leadership is emerging as a crucial competency
for eective human management in times of disruption, and
its development has become a priority for organizations that
aspire to be sustainable and human-centered.
Fourth, a set of emerging practices linked to social inno-
vation and interorganizational cooperation was identied. In
many organizations, particularly in the public and communi-
ty sectors, crises generated an opening toward collaborative
support networks, strategic alliances, and mechanisms of in-
terinstitutional solidarity. This relational dimension enabled
the sustained critical resources, redistribution of functions,
sharing of good practices, and emotional support for workers
through collective strategies. Human resources management
thus expanded its scope of action, ceasing to be an internal
function and becoming a connecting node of organizational
social capital (Burnard & Bhamra, 2011). In this sense, the
studies reviewed demonstrate that organizations that pro-
moted horizontal networks and relationships of mutual care
were better equipped to cope with the eects of disruption,
resulting in reduced turnover, absenteeism, and labor con-
ict.
A cross-cutting nding that runs through all the studies an-
alyzed is the redenition of organizational success. While
before crises, classic metrics such as return on investment,
market expansion, or process eciency were valued, in crit-
ical contexts, success is redened based on qualitative indi-
cators such as job continuity, sta commitment, the overall
health of teams, and the ability to adapt without sacricing
core values (Duchek, 2020; Gittell et al., 2010). This trans-
formation implies an epistemological shift: it is no longer
simply about optimizing human resources, but about sustain-
ing working life in decent, safe, and emotionally sustainable
conditions. In this framework, human resources management
is no longer conceived as a technical support unit, but as a
key strategic player in redening the organizational purpose
and the ethical governance of the company.
Finally, in the discussion of the theoretical framework, a
clear correspondence is observed between the ndings and
the conceptual proposals on organizational resilience, ethics
of care, and leadership in uncertain situations. The organiza-
tions that managed to resist most eectively were not nec-
essarily the most technologically advanced or capitalized,
but rather those that knew how to generate cultures of care,
adaptability, inclusion, and co-responsibility. This observa-
tion reinforces the idea that crises are not only operational
threats, but also opportunities to rethink the cultural, ethi-
cal, and political foundations of organizational life (Tron-
to, 2013; Taris et al., 2022). Consequently, human resource
management in crisis contexts is redened as a situated prax-
is, sensitive to collective suering, capable of articulating
the value of work with the right to a dignied, protected, and
emotionally meaningful working life.
Conclusions
This study concludes that human resources management in
times of crisis is undergoing a profound transformation—not
only in terms of operational procedures but also in its ethi-
cal, strategic, and organizational foundations. Events like the
COVID-19 pandemic have highlighted the limitations of tra-
ditional HR models, which are often focused on eciency,
individual performance, and competitiveness. In their pla-
ce, a renewed perspective is emerging that frames HR as a
practice centered on care, emotional support, and relational
sustainability. This new vision emphasizes the importance of
maintaining a work-life balance amidst uncertainty, stress,
and emotional fatigue. Human talent management is no
longer merely an administrative function; it is becoming a
vital link between internal organizational stability and ex-
ternal challenges, taking on roles that include psychosocial
support, fostering community bonds, and building collective
resilience. Organizations that have withstood recent crises
most eectively are not necessarily the most innovative or
productive, but those that have prioritized employee mental
health, empathetic leadership, inclusive participation, and
the redenition of success in terms that value human dignity
and sustainable well-being. Thus, resilience is not just about
enduring adversity—it is about reimagining the organization
itself by placing care, connection, and a renewed ethic of we-
ll-being at the heart of management. This shift is not a retreat
from development but a necessary path toward its long-term
sustainability and legitimacy.
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Conicts of interest
The authors declare that they have no conicts of interest.
Author contributions
Conceptualization: Valle, D., & Pérez, D. Data cura-
tion: Valle, D., & Pérez, D. Formal analysis: Valle, D., &
Pérez, D. Research: Valle, D., & Pérez, D. Methodology:
Valle, D., & Pérez, D. Supervision: Valle, D., & Pérez, D.
Validation: Valle, D., & Pérez, D. Visualization: Valle, D.,
& Pérez, D. Writing the original draft: Valle, D., & Pérez,
D. Writing, review and editing: Valle, D., & Pérez, D.
Data availability statement
The datasets used and/or analyzed during the current study
are available from the corresponding author on reasonable
request.
Statement on the use of AI
The authors acknowledge the use of generative AI and
AI-assisted technologies to improve the readability and cla-
rity of the article.
Disclaimer/Editor’s note
The statements, opinions, and data contained in all publi-
cations are solely those of the individual authors and contri-
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