COVID-19 and Work-Life Balance: What about Supervisor Support and Employee Proactiveness?

Kumar, Rajendra; Mokashi, Uma Mohan

doi:10.33166/acdmhr.2020.04.001

Cited by 18 publications

(19 citation statements)

References 33 publications

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“…The three indicators are highly relevant in today’s times when organizations are going through a period of transformation. Moreover, the importance of adaptability and work-life balance as indicators of EP can be attributed to the monumental disbalance in the conventional work patterns and the lives of the employees (Anwer, 2020; Kumar and Mokashi, 2020). As indicated by Pradhan and Jena (2017) in their findings, there are different aspects of EP, for example, job performance and contextual performance (Johnson, 2003), conscientious initiative and personal and organizational support (Borman et al , 2001), proactive work behaviour, problem-solving and idea implementation (Parker, Williams and Turner, 2006), creativity, reactivity to the difficulties, training efforts, dealing with work-related stress, interpersonal adaptableness (Audrey and Patrice, 2012).…”

Section: Methodsmentioning

confidence: 99%

Organizational resilience and employee performance in COVID-19 pandemic: the mediating effect of emotional intelligence

Dhoopar

Sihag

Kumar

et al. 2021

IJOA

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Purpose The explosion of the deadly coronavirus (COVID-19) has led to an unprecedented crisis lately, which has adversely affected the performance level of professionals in the educational sector worldwide because of numerous constraints, imposition of the lockdown being one of those. Organizational resilience (OReg) and emotional intelligence (EI) discretely have been identified as indicators of employee performance (EP) over the years, but during the period of crisis, it has scarcely been analysed. Therefore, this study aims to examine the mediating role of EI on the relationship between OReg and EP in such a global pandemic. Design/methodology/approach In total, 390 samples including teaching and non-teaching professionals working in higher educational institutions (HEIs) were collected from different HEIs located in India through online survey questionnaires. The collected data was further analysed using regression analysis, factor analysis, structural equation modelling along with bootstrapping technique, reliability and validity analysis, mediation analysis and model fit indices analysis. Findings The results of the study confirmed the partial mediation effect of EI on the OReg-EP relationship, and further results also exhibited that employees with a higher level of EI, contribute more positively to the OReg level, which further enhances the performance level at the workplace. Research limitations/implications The samples collected for the current study pertain to the HEIs only, and therefore the present study results have limited general applicability. Furthermore, the study does not investigate the influence of time. Practical implications This study would assist practitioners of HEIs in improving the resilience capabilities of the organization. EP can be improved by enhancing the levels of OReg and individual emotional intelligence, which is in line with the findings of the current study. Social implications In the COVID-19 pandemic, worldwide the students are affected due to the transition to online teaching. This study will help HEI’s to cope up with the student’s loss by being flexible in approach for the retention of performance of employees by taking care of their emotional needs and focusing on their skill development by providing a learning culture in a depressing time of the pandemic so that students will not suffer due to this rapid change without any preparation or previous experience in a pandemic. Originality/value The current study examines the mediating effect of EI on the OReg and EP relationship for the first time in HEIs in India.

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Section: Methodsmentioning

confidence: 99%

Organizational resilience and employee performance in COVID-19 pandemic: the mediating effect of emotional intelligence

Dhoopar

Sihag

Kumar

et al. 2021

IJOA

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“…Most of the researchers are able to assess the impact of WLB practices on individual performance and organizational outcomes (Chaudhari et al, 2020). While designing the WLB practices, most research is centred on HRM interventions and the role of managers (Kumar and Mokashi, 2020), whereas the viewpoint of employees is largely ignored, and existing research has not attempted to explore and classify the indicators of WLB (Singh and Vanka, 2019). It is evident that understanding of WLB indicators strengthens the WLB practices, improves employees' job performance and reduces the turnover intention of employees (Thakur and Bhatnagar, 2017).…”

Section: Wlb Indicators and Tm Approach 1241mentioning

confidence: 99%

“…In the post-Covid-19 scenario, the industry would expect greater resilience, enthusiasm and commitment from customer-centric employees (Le and Phi, 2021). The Indian luxury hotels need to reconsider the talent management (TM) approach and human resource management (HRM) practices since it long suffers from people management issues like monotonous work, long working hours and challenges of balancing the professional and personal life of employees (Kaushal and Srivastava, 2021; Le and Phi, 2021; Kumar and Mokashi, 2020). Major industry players understand the importance of people management and have modified their TM approach (Gupta, 2019b) and work–life balance (WLB) practices in the recent past (Singh and Munjal, 2017).…”

Section: Introductionmentioning

confidence: 99%

Work–life balance indicators and talent management approach: a qualitative investigation of Indian luxury hotels

Budhiraja

Varkkey

McKenna

2022

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PurposeThe purpose of the study is twofold: (1) it captures the work–life balance (WLB) experiences of front-office employees to inductively classify a set of WLB indicators for the locally owned Indian luxury hotels and (2) it further examines the existing WLB practices of the select hotels with the lens of talent management (TM) approach of key human resource management (HRM) practices (Thunnissen, 2016).Design/methodology/approachTo explore and classify WLB indicators, an exploratory, qualitative approach is utilized by administering seven focus group discussions involving 70 front-office employees working in Indian luxury hotels. Seven in-depth interviews with HR professionals were triangulated with secondary data to capture and analyse the existing WLB practices of sampled organizations.FindingsFour clusters of WLB indicators that are grounded in the lived experiences of front-office employees are identified and presented. Interview data from human resource representatives unveil that hotels consider existing WLB practices as key HRM practices with an inclusive TM approach. The findings also surface the differences in expectations of front-office employees and WLB practices followed by the hotels.Research limitations/implicationsFirst, the paper addresses the issue of WLB from employees’ perspective which is crucial for designing effective WLB practices. Second, the paper contributes to the existing TM literature from the perspective of WLB practices.Originality/valueThe originality of the study is grounded in the employees’ lived experiences to classify the WLB indicators for India and further examine the WLB practices through the lens of the TM approach.

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“…The coronavirus disease pandemic has demanded adjustments and changes from all levels of managerial staff. With fewer opportunities for in-person interactions in the workplace, managers need to focus on establishing and developing relationships with their subordinates to support and enhance the WLB of employees [ 6 , 7 ]. This new work environment has become even more complex than before, and uncertain in the context of new challenges caused by broken supply chains, increased insecurity and, as a consequence of many other factors, an unstable economy.…”

Section: Introductionmentioning

confidence: 99%

Managerial Perception of Risk in an Organization in a Post-COVID-19 Work Environment

Ewertowski

Butlewski

2022

IJERPH

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The COVID-19 pandemic drew the attention of all industries and organizations to the importance of comprehensive preparation for various types of crises and disruptions. Without proper risk management for crisis situations, it is impossible to talk about organizational resilience, maintaining organizational continuity, or ensuring the company’s ability to protect workers’ lives and health in a crisis. While the COVID-19 pandemic is rapidly reshaping the work environment, significant challenges related to risk management are emerging. The purpose of this research paper is to examine the impact of a pandemic on the risk perception in an organization by managers of all three levels (strategic, operational, and line level) and to examine the impact of broadly understood risk management on organizational performance. For the examination of operational risk perception, empirical research was conducted in Polish enterprises. The methodology of the survey is based on a questionnaire of operational risk and risk management perception in a post-COVID-19 work environment. According to the survey results, risk management was generally perceived better than the level of operational risk, compared to the period before the pandemic. Therefore, a substantial improvement in risk management during the crisis allowed the surveyed organizations to cope with the pandemic, and even slightly enhance their performance. Organizations have been able to achieve their goals mainly by slightly reducing risk appetite and lowering the tolerable risk level threshold. Even so, organizations have improved their ability to adapt and seize opportunities.

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COVID-19 and Work-Life Balance: What about Supervisor Support and Employee Proactiveness?

Cited by 18 publications

References 33 publications

Organizational resilience and employee performance in COVID-19 pandemic: the mediating effect of emotional intelligence

Organizational resilience and employee performance in COVID-19 pandemic: the mediating effect of emotional intelligence

Work–life balance indicators and talent management approach: a qualitative investigation of Indian luxury hotels

Managerial Perception of Risk in an Organization in a Post-COVID-19 Work Environment

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