“The New Era of HR”, aims to assess the changes Covid-19 brought about at the HRM level, especially as organizations begin to opt for remote-work. While it focuses on understanding the impact of Covid-19 on HRM Processes, it also offers a projection as to how such changes will continue to impact and alter HR processes in the post-Covid period. .The research pivots on three axes. These include Employee Retention, Performance Management, and Human Resource Development. The study uses primary and secondary data, capturing both employee and organizational perspective on the topic. This ensures reliability, validity, and objectivity. Analysis is carried out using Herzberg’s Theory of Motivation, Maslow’s Hierarchy of Needs, and a survey targeting 200 employees designed to understand employees’ perspective. For primary data-collection, the above-mentioned survey, allows for an understanding of the changes employees perceive at the levels of employee retention, performance management, and development. Findings show that Human Resource Management strategies have not been adapted to new working styles and needs, especially at the level of the three axes. This research therefore allows for two important interconnected outcomes. First, it highlights obstacles faced while trying to address the mis-alignment between new needs and previously implemented processes and strategies no longer fitting the new status-quo. Finally, it offers grounds for drafting recommendations that help organizations overcome/minimize obstacles created by the pandemic, eventually leading to the creation of revised successful strategies that can remedy mis-alignments between expected outcomes and actual outcomes.

The impact of the COVID-19 pandemic has prompted an urgent call for change. This health crisis has presented some with opportunities for development, while others face new challenges with objectives that are novel and complex enough to be termed "stretch goals." This study sheds light on the post-COVID organizational context, raises questions about performance management, and emphasizes the role of management control in public administrations, particularly in light of new organic laws. This manuscript aims to analyze the evolution of a Public Administration (PA) during a health crisis, notably through a qualitative study based on semi-structured interviews conducted within the Ministry of Foreign Affairs of the Kingdom of Morocco. It explains the decisions made by various stakeholders during and after the health crisis. As a result of these disruptions, digital acceleration and the digitalization driven by the health crisis, as well as the use of managementcontrol, have become central to new organizational strategies. Simultaneously, the imposition of stretch goals by necessity has become one of the main entrepreneurial initiatives.

This study sought to deepen our understanding of how managers respond to environmental fluctuations by delving into the intricate interplay among the organization, its environment, and managerial adaptability. The central inquiry guiding this research revolved around improving our comprehension of these critical elements—namely, the organization, its environment, and the evolving strategies of effective managers. Through an amalgamation of academic literature and insights gleaned from the domain of NGO management, two pivotal factors influencing managerial conduct emerged: the extent of comprehension regarding the environmental context and the quality of responses tailored to the challenges posed by this context. As a result, a matrix was introduced, delineating four distinctive archetypes of managers when confronted with crisis scenarios. Additionally, a conceptual framework was devised, illustrating the ideal state and behavioral attributes of a manager.

The purpose of the study was to examine the effect of relational social capital on employee commitment within Moroccan private organizations in the context of post-Covid-19 pandemic. Using non-probability snowball sampling, a total of 387 Moroccan employees participated in the study by completing an 18-item questionnaire. The instrument consisted of demographic questions and items relying on a seven-point Likert scale. Through Pearson product moment correlation and linear regression analyses, relational social capital was found to be positively and significantly associated with employee commitment dimensions, namely affective, continuance and normative. These findings suggest that organizations that create and promote trust in the workplace are more likely to ensure the commitment of their employees, which in turn can potentially allow for quick recovery from the pressing economic crisis caused by the pandemic. Further implications of the study are discussed. Moreover, research limitations and recommendations for future enquiry are addressed.