The traditional education industry has undergone rapid changes to keep learning alive and unaffected during the pandemic. There was a lot of uncertainty and fear among the teachers as they had to change the pedagogy to suit the current requirements. Many studies in the past revealed that the performance of teachers is dependent on their well-being. This is an empirical study wherein primary details were collected from B-school faculty working in various B-schools in India. To analyze the effect of well-being on subjective happiness two instruments were used. Employee well-being was measured using a scale consisting of 33 items and four core dimensions such as psychological, social, workplace, and subjective well-being items. A self-evaluation scale on The Subjective Happiness Scale (SHS) was used to measure the subjective happiness of B-school faculty. The questionnaire was administered to B-school faculty. The analysis revealed that psychological, social, and subjective well-being had an effect on the happiness of B-school faculty, but workplace well-being did not have any effect on subjective happiness as most of the B-school faculty were trying to sustain the pandemic and get adjusted to the rapid changes. They did not have many expectations from their employer as they were amidst fear and uncertainty.
Learning outcomes This case study provides students/managers an opportunity to learn about:▪ Learning objective 1: Critically analyse reasons for the disgruntlement of delivery partners of Zomato.▪ Learning objective 2: Evaluate Zomato’s moral obligations to gig workers in the absence of government regulations.▪ Learning objective 3: Analyse the drivers of well-being affecting e-commerce delivery partners.▪ Learning objective 4: Evaluate the welfare schemes undertaken by Zomato for its delivery partners and infer well-being measures that can be adopted to improve worker engagement. Case overview/synopsis The focus of this case was the crisis at Zomato as a result of the protests by gig workers engaged as delivery partners at the company. This case discussed the CEO’s dilemma in resolving the crisis. Zomato's business model was discussed to provide students an overview of the dynamics and challenges of online food delivery business; the company’s initiatives to enhance the robustness of its business model and the resulting media backlash questioning some of these initiatives that could endanger the lives of its delivery partners. In addition, this case explored the lack of regulatory provisions for gig workers in India. Finally, the options available to the protagonist to mitigate the crisis were discussed. The focal point was the well-being initiatives that the protagonist could consider implementing to address the concerns voiced by the delivery partners and encourage them to engage in Zomato's business with positivity. Complexity academic level The case is best suited for postgraduate and executive students studying Human Resources subjects in Commerce and Business Management streams. Supplementary material Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.
This study looks at how banking, specifically retail banking has been affected in the eyes of the average customer due to the COVID-19 pandemic. The study examines how the retail banking sector has been affected. The main focus is on if and how there has been a change in preference or perspective on how individuals interact with their banks. If there has been a drop in terms of service quality, response time and also an understanding of how secure they believe it is to conduct banking activities online or digitally. The study also takes a look at if individuals have used Unified Payments Interface, and their preference towards it. Furthermore, the study looks at if individual’s consumption patterns have changed and so on. The data was gathered using an online Google form that was circulated using social media, the results were then compiled, analyzed and the interpretations were made to understand how exactly the COVID-19 pandemic affected or didn’t affect the retail banking sector’s customer base.
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