UNDERSTANDING ORGANIZATIONAL REMOTE ENGAGEMENT AND EMPLOYEE SOCIAL TRANSFORMATION IN POST-COVID TIMES WITH SPECIAL REFERENCE TO STARTUPS IN INDIA
DOI :
https://doi.org/10.46827/ejhrms.v5i4.1275Mots-clés :
culture refinement, remote engagement, new normal, startupsRésumé
Abstract:
The world has been struck by the ultimate calamity of the COVID-19 pandemic, which has wreaked havoc on organisations, in particular, because employees working in these organisations have been affected in terms of their emotional, cognitive, and psychological aspects, resulting in inefficiency in both their professional and personal lives, and ultimately acting as disarray for the organization's culture. In this rising economy with intense market pressures and stakeholders’ rising expectations, startups have been striving hard to ensure long term-viability with respect to new adaptations. The pandemic's impact on these startups has highlighted the importance of adaptability and resilience in their workforce, expedited the transition to a new digital chevalier and emphasised the prominence of human resources in these historic times, predicting HR's future significance and function following COVID-19. The study's goal is to highlight the characteristics that can help these startups modify their systems before and after the epidemic, deploy remote engagement strategies while minimising risks, and increase productivity while refining their culture. This research paper analyzes recent startup changes that are necessary for the professionals in these startups to redefine remote engagement techniques, which functions as a driving force in employee transformation, resulting in an enabling change in their startup culture, which is inescapable in the future. This research paper analyzes recent startup changes that are necessary for HR professionals to redefine remote engagement techniques, which functions as a driving force in employee transformation, resulting in an enabling change in their startup culture, which is inescapable in the future. In order to conduct this study, a convenience-based sampling was conducted on 25 HR professionals working in different startups in India.
JEL: L10; L20; J10
Références
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness, 2(1), 7– 35. https://doi.org/10.1108/JOEPP-08-2014-0042
Article- “How the new Normal is shaping the future of HR”, Report by PWC.
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58(1), 111– 135. https://doi.org/10.5465/amj.2013.0227
Bhatia, Dhrupa, Mote, Anjali (2021). Work from Home (WFH): The New Normal?. International Journal of Future Generation Communication and Networking Vol. 14, No. 1, (2021), pp.1905–1916
Bhumika (2020). Challenges for work-life balance during COVID-19 induced nationwide lockdown: exploring gender difference in emotional exhaustion in the Indian setting. Gender in management.
Chandramana Sudeep B. (2020). Sustainable Business Practices for the Post-Covid Age, Socio-Economic Repercussions of Covid-19 Pandemic, Victorious Publishers, New Delhi, India, ISBN: 978-93-87294-40-0, pp 35-46
Chandramana, B. Sudeep, Shaji, Christina (2020). Re-thinking HR Strategies for the Post-Covid Workplace
Gigauri, Iza (2020). Effects of Covid-19 on Human Resource Management from the Perspective of Digitalization and Work-life-balance. International Journal of Innovative Technologies in Economy ISNI: 0000 0004 8495 2390 https://doi.org/10.31435/rsglobal_ijite/30092020/7148
Reinwald, Max, Zimmermann, Sophia, Kunze, Florian (2021). Working in the Eye of the Pandemic: Local COVID-19 Infections and Daily Employee Engagement. Frontiers of Psychology doi: 10.3389/fpsyg.2021.654126
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169.
Saks, A. M. (2019). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance.
Staples, J. (2006). A new type of threat, Harvard Business Review, May, pp. 20-22.
Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80.
Yvonne, Kiconco, Jiang, ShiMei (2021). A Review on the New Normal, Employee Wellbeing and the Role of HRM: A Tale of HR among the New Normal for the Employee Wellbeing. International Journal of Business and Management; Vol. 16, No. 8; 2021 ISSN 1833-3850 E-ISSN 1833-8119, doi:10.5539/ijbm.v16n8p115
