Vol. 10 (2026)
Emerging Trends in Education

Articles

HUMAN RESOURCE PRACTICES OF SELECTED TELECOMMUNICATION COMPANIES FOR STRATEGIC POSITIONING IN THE POST-COVID ERA: Received: 13th July 2026, Revised: 19th August 2026, 20th August 2026, Accepted: 31st August 2026, Date of Publication: 03rd September 2026

Published 2026-09-03

  • Lorena B. Bondoc
    • ,
  • Renalyn C. Estiller

Lorena B. Bondoc
Graduate of School and Business Management, Philippine Christian University, Dasmarinas, Cavite, Philippines

Renalyn C. Estiller
CBAA- College of Professional and Graduate Studies, De La Salle University, Dasmarinas, Cavite, Philippines

Abstract

The primary purpose of this research is to synthesize existing qualitative literature to articulate human resource (HR) strategies for selected telecommunication companies in the post-COVID era. To achieve this, the study employs a qualitative meta-analysis that integrates meta-ethnography and thematic synthesis. This methodology enables higher-order interpretations of empirical findings across individual studies, fostering the generation of a novel conceptual framework for strategic HR positioning. The research investigates six key HR functions-recruitment and selection, onboarding process, compensation and benefits, training and development, performance management, and retirement-analyzing their historical metamorphosis across five distinct periods: the early 1980s, the 1990s, the 2000s, the 2010s, and the post-COVID digital era (incorporating Digital Eras 4.0 and 5.0). Anchored in foundational motivation theories, including Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and Vroom's Expectancy Theory, the findings reveal a profound evolution from traditional administrative control to a strategic, human-centric paradigm that emphasizes employee experience, digital-human synergy, continuous upskilling, and outcome-based leadership. The report addresses critical research gaps concerning managerial experiences in the telecommunications sector and offers actionable strategic recommendations across the complete employee lifecycle to enhance organizational resilience and competitive positioning.

Keywords

Digital Era 5.0, Human Resource Management, Post-Covid Era, Strategic Positioning, Telecommunications Industry, Qualitative Meta-Analysis, Outcome-Based Leadership

pdf

References

  1. Agrawal, S., Sarkar, S., & Ooi, K. B. (2020). Technological disruptions and human capital adaptation in 4G/5G telecommunication networks. International Journal of Information Management, 52, 102088
  2. Aguinis, H., & Burgi-Tian, J. (2021). Measuring performance during a crisis and beyond: Performance management in the post-pandemic era. Business Horizons, 64(3), 307-316.
  3. Bassett-Jones, N. (2023). Strategic HRM and the dual mandate of line managers in dynamic tech environments. Human Resource Management Journal, 33(2), 145-162.
  4. Black, J. S., & van Esch, P. (2020). AI-enabled recruiting: What is it and how should a company use it? Business Horizons, 63(2), 215-226.
  5. Breque, M., De Nul, L., & Petridis, A. (2021). Industry 5.0: Towards a sustainable, human-centric and resilient European industry. European Commission Directorate-General for Research and Innovation.
  6. Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10), 58-67.
  7. Cascio, W. F. (2003). Managing Human Resources: Productivity, Quality of Work Life, Profits (6th ed.). McGraw-Hill Irwin.
  8. Cascio, W. F., & Montealegre, R. (2019). How technology is changing work and organizations. Annual Review of Organizational Psychology and Organizational Behavior, 3(1), 349-375.
  9. Chen, S. (2020). Virtual onboarding and remote socialization during global disruptions. Journal of Work-Applied Management, 12(2), 180-195.
  10. DeNisi, A., & Smith, C. E. (2014). Performance appraisal, performance management, and firm performance: A review. Academy of Management Annals, 8(1), 127-179.
  11. Dhanpat, N., Buthelezi, Z. P., Joe, M. R., Maphela, A. N., & Makonyane, N. (2020). Industry 4.0: The role of human resource management in driving technological change. SA Journal of Human Resource Management, 18, 12-25.
  12. Edmondson, A. C., & Mortensen, M. (2021). What psychological safety looks like in a hybrid workplace. Harvard Business Review Digital Articles, 1-8.
  13. Fesa, M. (2025). Outcome-based leadership and human-centricity: Bridging the strategic HRM gap. Strategic Management Quarterly, 13(1), 45-68.
  14. Fraumeni, B. M., & Liu, G. (2021). Strategic economic human capital dynamics post-COVID-19. Journal of Human Capital, 15(2), 210-235.
  15. Gözkara, M. S. (2024). Human resource management practices in telecommunication firms: A post-pandemic global review. Telecommunications Policy, 48(1), 102650.
  16. Guest, D. E. (1987). Human resource management and industrial relations. Journal of Management Studies, 24(5), 503-521.
  17. Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons.
  18. Jeske, D., & Olson, D. (2022). Onboarding remote employees: Best practices and lingering challenges. Journal of Organizational Effectiveness: People and Performance, 9(3), 412-430.
  19. La Rue, C. J., Haslam, C., & Steffens, N. K. (2022). Managing knowledge loss during workforce transitions in tech-driven sectors. Human Resource Management Review, 32(4), 100890.
  20. Levitt, H. M., Bamberg, M., Creswell, J. W., Frost, D. M., Josselson, R., & Suárez-Orozco, C. (2018). Journal article reporting standards for qualitative research in psychology. American Psychologist, 73(1), 26-46.
  21. Likic, N. (2024). AI-driven personalized learning and continuous technical upskilling. Computers in Human Behavior, 150, 107980.
  22. Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
  23. Noblit, G. W., & Hare, R. D. (1988). Meta-ethnography: Synthesizing qualitative studies. Sage Publications.
  24. Ojha, A. K., & Venkateswaran, R. T. (2023). Global comparative HR dynamics in emerging vs. developed telecommunication markets. Asia Pacific Journal of Management, 40(2), 511-538.
  25. Pachori, J., Sajid, M., & Batra, S. (2024). Elevating HRM to a strategic imperative in dynamic infrastructure sectors. International Journal of Human Resource Studies, 14(1), 88-112.
  26. Page, M. J., McKenzie, J. E., Bossuyt, P. M., Boutron, I., Hoffmann, T. C., Mulrow, C. D., ... & Moher, D. (2021). The PRISMA 2020 statement: An updated guideline for reporting systematic reviews. BMJ, 372, n71.
  27. Palmucci, D. N., et al. (2025). Managerial motivation and well-being in post-COVID hybrid organizations. Journal of Managerial Psychology, 40(1), 15-32.
  28. Prentice, C. (2022). Total rewards, employee well-being, and retention in tech-driven industries. Journal of Retailing and Consumer Services, 65, 102850.
  29. Rabat, S., Jongen, E., & Atav, T. (2024). Intellectual capital preservation and strategic phased retirement in knowledge-intensive firms. Research Policy, 53(2), 104920.
  30. Sandelowski, M., & Barroso, J. (2007). Handbook for synthesizing qualitative research. Springer Publishing Company.
  31. Sarkar, T., & Gohain, T. T. (2025). Human-centric agility and Era 5.0 HR transformation. Human Resource Management Review, 35(1), 100980.
  32. Scott, D., McMullen, T., & Royal, M. (2021). The motivation-compensation paradox in modern knowledge work. Compensation & Benefits Review, 53(3), 115-128.
  33. Sigelman, M., Fuller, J., & Martin, A. (2024). Generative AI and talent acquisition: Sourcing in the digital era. Harvard Business Review Digital Articles, 1-12.
  34. Thomas, J., & Harden, A. (2008). Methods for the thematic synthesis of qualitative research in systematic reviews. BMC Medical Research Methodology, 8(1), 45.
  35. Thorne, S. (2025). Interpretive description and qualitative meta-synthesis in applied fields. Qualitative Health Research, 35(2), 150-165.
  36. Ulrich, D. (1996). Human Resource Champions: The next agenda for adding value and delivering results. Harvard Business School Press.
  37. Verma, P., Gupta, S., & Sharma, R. (2023). Sourcing specialized tech talent in telecommunications: A systematic review. Journal of Dynamic Talent Management, 18(2), 105-124.
  38. Vrontis, D., Christofi, M., & Katsikeas, C. S. (2024). Human-centric agility and organizational resilience in tech sectors. Journal of World Business, 59(1), 101500.
  39. Vui-Yee, K. (2022). Phased retirement and institutional knowledge transfer in telecommunication organizations. Personnel Review, 51(4), 1320-1342.
  40. Walsh, D., & Downe, S. (2005). Appraising the quality of qualitative research: A summary of relevance and rigor. Journal of Advanced Nursing, 50(2), 204-211.
  41. Zafar, M., et al. (2020). Compensation strategies and tech talent retention: A multi-country perspective. International Journal of Selection and Assessment, 28(3), 290-305.