Human resource management in crisis and the right to decent work:An analysis from the perspective of ethics and organizationalresponsibility

Abstract

This article examines the transformative role of human 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 systematic review of scientific 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 support are examined. The research shows that, in the face of highly uncertain scenarios — such as pandemics, social conflicts, or economic disasters — the traditional Functions of HR departments are insufficient, requiring a reconfiguration toward more flexible, humanized, and collaborative models. The results reveal a paradigm shift in how organizational success is understood, prioritizing collective well-being, psychological safety, and internal cohesion over traditional productivity indicators. Effective strategies are also identified, such as strengthening internal support networks, empathetic leadership, implementing mental health protocols, and activating external alliances with a solidarity approach. The discussion 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 coresponsibility.