Abstract
The current study seeks to identify how public bank managers use strategic human resources management to overcome unusual work setbacks. Study findings revealed three categories of outcomes of the usage of SHRM by public bank managers. The analysis revealed that SHRM usage by public bank managers is visible in form of workplace (securing new work arrangements, caring about mental health, acting as a liaison between bankers and the senior management), task-specific (adjusting job design to suit grand challenges, securing more discretionary power) and contextual (seeking greater stakeholder engagement, using experience and abilities to anticipate economic changes) manifestations.
