Factors affecting virtual employee engagement in India during Covid-19

Chaudhary, Vijesh; Mohanty, Smrutirekha; Malik, Poonam; Mary, A. Apsara Saleth; Maroor, Jnaneshwar Pai; Nomani, M.Z.M.

doi:10.1016/j.matpr.2021.05.685

Cited by 14 publications

(19 citation statements)

References 18 publications

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“…Increased social media communication, perceived social support, and task resources predict increased work engagement in a four-wave study in Finland (Oksa et al, 2021). This conclusion is consistent with the findings that proper virtual tools, contact by the organization leaders, mental health checkups, and virtual training increased the WFH engagement of employees during COVID-19 across different states in India (Chaudhary et al, 2021). However, Chaudhary et al (2021) found that virtual teamwork and entertainment tools (e.g., online yoga and virtual quizzes) had no significant impact on WFH engagement.…”

Section: Work-from-home Organizational Level Constructssupporting

confidence: 86%

“…This conclusion is consistent with the findings that proper virtual tools, contact by the organization leaders, mental health checkups, and virtual training increased the WFH engagement of employees during COVID-19 across different states in India (Chaudhary et al, 2021). However, Chaudhary et al (2021) found that virtual teamwork and entertainment tools (e.g., online yoga and virtual quizzes) had no significant impact on WFH engagement. Chanana and Sangeeta (2020) suggested that work-from-home regime engagement activities efficiently drive employee engagement during tough times, e.g., family engagement, virtual learning, and development, online team building activities, webinars, virtual challenges, and competitions, online counseling sessions, recognition, etc.…”

Section: Work-from-home Organizational Level Constructssupporting

confidence: 86%

“…Female employees have a higher level of engagement than male employees working from home during the COVID-19 pandemic in India. However, a higher number of children decreases the engagement of remote workers (Chaudhary, Mohanty, & Malik, 2021).…”

Section: Work-from-home Individual Level Constructsmentioning

confidence: 99%

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Employee Engagement Outlooks in the Era of COVID-19: Implications for Human Resource Management

Eniola

2022

IJHRS

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The severe COVID-19 pandemic triggered an extraordinary global health crisis, resulting in an economic downturn and negative consequences for employees' work lives, especially employee engagement. An overview of how literature has been tackling the impact of COVID-19 on employee engagement is still missing. Hence, this article illustrates how literature has addressed the development and maintenance of employee engagement in various parts of the world due to the global health crisis. The report discusses individual and organizational roles in fostering employee engagement. The article provides general ideas for researchers interested in extending employee engagement studies under critical situations. It also highlights the consideration for human resource management in both individual and organizational contexts. As well, equips organizational leaders and human resource practitioners with productive and enabling power for informed decision-making about improving employee engagement of their workforce during the ongoing pandemic or other stressful events.

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Section: Work-from-home Organizational Level Constructssupporting

confidence: 86%

Section: Work-from-home Organizational Level Constructssupporting

confidence: 86%

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Employee Engagement Outlooks in the Era of COVID-19: Implications for Human Resource Management

Eniola

2022

IJHRS

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“…a stable, high-speed internet connection and the smooth functioning of personal computers). 10 Onboarding a new hire and settling them within the team can also be difficult for a leader in a virtual environment. To help new virtual employees fit in with the team, leaders can: l Use virtual chats to get to know new members personally and professionally.…”

Section: Employee Engagementmentioning

confidence: 99%

Leading a team virtually: A manager's perspective

Shaikh¹,

Chhabra²,

Somayaji³

2022

Med Writ

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Remote working is the new normal since the COVID-19 pandemic, so learning to lead a virtual team successfully is now an essential core competency for organisational leaders. The transition from co-located teams to virtual teams has benefitted leaders by facilitating hiring of diverse talent from different geographical locations and led to increased employee contentment due to flexible working hours, increased autonomy, and freedom to relocate. However, leading virtual teams creates challenges for leaders, such as employee engagement in the absence of face-to-face conversations, workplace isolation, and team cohesion. Overcoming these challenges will be crucial for leaders to be successful in the future. This article presents an overview of the advantages, challenges, and approaches to overcome the challenges in the virtual environment."Fire is the test of gold, adversity, of strong people." Seneca

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“…Second, wage workers should not have their hours reduced. Third, top management in organizations should communicate with employees regularly, increase virtual training, and encourage employees to undergo regular psychiatric examinations (Chaudhary et al, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

Impact of Organisational Commitment on Employee Productivity During Covıd-19: Evidence from Afghanistan And India

Rezvani

Chaudhary

Huseynov³

et al. 2021

J. corp. gov. insur. risk manag.

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The paper examines the impact of COVID-19 on competitiveness and how organizational commitment and productivity have changed as a result of changes in processes, practices, or regulations. This paper analyses how employees fared during COVID in two countries, namely Afghanistan and India and the impact on organizational commitment and productivity. The research paper is based on secondary data and conceptual analysis of COVID-19 conditions or how this covetous environment affects their competitors, work environment, or fight for their rights. Moreover, the authors delved into how human capital management lead to organizational efficiency. Factors like (1) workplace safety, (2) targeted recruitment, (3) self-managed decision-making teams and decentralization, and (4) pay policy were all investigated. Employee engagement is widely assumed to influence organizational commitment, employee productivity, employee dedication, and, most importantly, it will generate comparative advantages for organizations. The primary goal of this research was to discover how people work efficiently and effectively with commitment and dedication during COVID-19.

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Factors affecting virtual employee engagement in India during Covid-19

Cited by 14 publications

References 18 publications

Employee Engagement Outlooks in the Era of COVID-19: Implications for Human Resource Management

Employee Engagement Outlooks in the Era of COVID-19: Implications for Human Resource Management

Leading a team virtually: A manager's perspective

Impact of Organisational Commitment on Employee Productivity During Covıd-19: Evidence from Afghanistan And India

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