Summer Internship Research Project

Report on
COVID-19 disrupted the change in management strategies of
companies

Table Of Content

SIRP
Appendix-B 2
1.
3
2. Appendix- C
4
3. Acknowledgement
5-6
4. Executive summary
5
a. Major findings
6
b. Conclusions
6
c. Recommendations
7-8
5. Introduction
9-11
6. Literature review
12-16
6. Research Design
12-13
a. Type of research design (qualitative/quantitative)
13-16
b. Data collection (primary and secondary)
16
c. Questionnaire
7. Data analysis 17-27
28-30
8. Results
31
10. Conclusion
32
11. References
 Executive summary

Problem
The COVID-19 epidemic disrupts and complicates all organizations. Any organization's most
precious resource is its employees, who help achieve goals. Reviewing
organizational strategy is a sustainable way to manage HR.
The COVID-19 Pandemic has hampered organizations and people. Multiple nationwide
lockdowns impede or cease operations at an organization. The COVID-19 outbreak has
forced many organizations to undergo considerable reforms, rethinking business processes
and technology usage to maintain operations while complying to new rules and practices.
People and organizations made distinct decisions during the COVID-19 outbreak. This in-
depth assessment aims to find unexpected problems. This research uses information systems
and technology to understand many of COVID-19's significant challenges and underlying
difficulties. The study examined how COVID-19 influenced organizations and people.

Approach
The study focuses on COVID-19-related dangers and changes for employees, workplaces,
and work practices, and makes no difference between direct health issues and economic
ramifications. COVID-19 poses economic, social, and psychological dangers to employees.
Some of these hazards may have deadly health consequences, according to research on prior
economic downturns.
COVID-19 poses economic, social, and psychological dangers to employees. Some of these
hazards may have deadly health consequences, according to research on the prior economic
downturns.
For this aim, I administered a closed-ended questionnaire since it demands less time from the
responder and provides a brief description of how COVID-19 has affected the organization's
management practices. My focus was on people who had worked before and after COVID's
adoption to get the most accurate image of their onsite and remote work approaches. Shifting
management approaches may improve the psychological transformation of their staff, social
interactions, communication comfort, and policy efficacy.

Major Finding

1
The analysis of the data resulted in a process that led to a core category that illustrated how
the workplace can be re-imagined, re-improved, and re-invented during and after the COVID-
19 pandemic, with five different strategic categories identified to achieve this objective:
1) Opportunity to break with the past;
2) Workplace redesign;
3) Employee engagement; and
4) Employee empowerment.
5) Technology;
6) Digital marketing approach; and
7) Remote working and new sense of workplace.
The workflow on how the five strategic categories connect and lead to the core category is
depicted under figure:

Conclusion
The COVID-19 pandemic resulted in a number of negative outcomes, including economic
shock, a worldwide health crisis, a shift in social behaviour, and difficulties for organisations
to maintain their operations. In addition, the strategies included a focus on adaptability,
enhancing internal efficiency, talent acquisition, and implementing creative changes based on
an evaluation of the organization's strengths and weaknesses and the requirements for the
smooth operation of business operations.

Recommendation
The findings of the recent study should not be overlooked by the individuals who are
responsible for making decisions on management and policy. This study provided new
information on the significance of change, which is especially important over the course of a
pandemic, in particular for organizations that are of a smaller and more moderate scale. This
study is also very essential for government authorities and lawmakers who have been tasked
with finding answers to the issues that the industry is presently experiencing as a result of the
pandemic. These challenges are a direct outcome of the epidemic. If the sector does not
receive assistance from the government, particularly during times of crisis, it will not be able
to maintain itself and will eventually cease to exist as a viable option.

2
 Introduction
An outbreak of COVID-19 developed a worldwide pandemic in a very short amount of time,
and this pandemic was characterised by three distinct qualities, which are as follows:

1. Speed and scale: The disease spread so rapidly throughout the globe that even the
most effective healthcare systems were unable to keep up. In a matter of days, it had
spread to every nation on earth.

2. Severity: With a crude clinical fatality rate more than 3%, 20% of all cases are
regarded as severe or life-threatening. This is especially true for the elderly and those
with severe illnesses.

3. Societal and economic disruption: The repercussions on the economy and society as
a whole, as well as the health and social care systems, have been substantial and far-
reaching.
These are the worldwide strategic objectives:

• Mobilize all sectors and communities to ensure that every area of government and
society participates in the response and in avoiding instances through hand
cleanliness, respiratory etiquette, and physical separation.
• Find and isolate all individuals, provide them with appropriate treatment, and trace,
quarantine, and assist all contacts to control sporadic cases and clusters and avoid
community transmission.
• Restrict non-essential domestic and international travel to reduce community
transmission.
• Why Reduce mortality by providing appropriate clinical treatment for COVID 19
patients, delivering vital health and social services, and safeguarding frontline
personnel and vulnerable populations.
• Develop safe, effective, scalable vaccines and treatments.

3
 Literature review
COVID-19 has spread to all continents except Antarctica in the previous two months,
affecting several countries. The infection spreads, affecting society, economics, and business.
How to limit the epidemic's impact on business, performance, and personnel is every
corporate leader's top worry.

• A new Deloitte poll of over 1,000 Chinese enterprises suggests the pandemic would
influence sales volume, financial flows, customer service, and company management.
Significant hazards include assuring employees' safety after holidays and business
travels, raw material supply issues, and absence of remote work equipment.

• 46% of respondents expect 2020 performance objectives to be lowered due to

COVID-19.
What measures are relevant and appropriate? Based on Deloitte's research in
comparable situations (especially during SARS), we propose adopting certain
precautions. (2019).

• Employers and employees in different nations and locations across the world are
being influenced by COVID-19. In order to better understand the effects on
individuals, organizations, and enterprises, we look at related topics in addition to
organizational and work psychology. In this article the literature review focuses on:

(i) Emerging changes in workplace standards and procedures

(ii) The implications for both the economy and the well-being of society
Differences in Age, race, gender, family status, personality, and culture may
moderate impacts. In this comprehensive study, which highlights the
importance of interdisciplinary research, we investigate how COVID-19 will
impact the world of work and the institutions that support it. (Kevin M.
Kniffin, Jayanth Narayanan, and Mark van Vugt, Jan 2020).
(iii) A semi-structured questionnaire was designed using crisis literature and
discussions with two 17-year marketing veterans. We asked 27 senior industry
executives with 10+ years of expertise about Covid-19's coping technique.
Interviewees were recruited through convenience sampling (Robson, 2002).
All were in the writers' professional network (LinkedIn, personal contacts, and
alumni network). E-commerce, manufacturing, IT, medical, FMCG, and
consulting were represented. 15 experts spoke via phone. Each call lasted 45
to 70 minutes. Respondents were called to clarify unclear utterances during
transcript analysis. 19 days were needed. The goal was to understand Covid-
19 coping mechanisms.

4
• New IBM study reveals executives are prioritising all these qualities. Our data suggest
another major shift in priorities in the following two years. Executives said they'll
prioritise labour safety and security, cost control, and corporate agility.

• No crystal ball can reveal the Covid-19 disaster's impact on corporations. Given the
lack of a precedent, such judgments may need repeated revisions as the "infected"
curve grows. Most countries ban social gatherings and close-quarters work.
Therefore, industries that produce and transmit information products and services
have continued to exist, but those that produced physical objects, especially labor-
intensive ones, have had to scale back or stop operations. In most civilizations,
though, important tangible goods were unwillingly allowed to be manufactured. I
employ three dimensions to highlight the immediate consequences of COVID-19:
product/service information intensity, process/value chain information intensity, and
product/service vitality. I also share anecdotal examples of attempts to adapt business
models in certain instances to address product quality challenges while maximising
commercial opportunities. (Int J Inf Manage., Oct 2020).

• Businesses must be agile and establish capabilities quickly to maximise

digitalization's promise. These dynamic competencies include product redevelopment,
discovering and partnering with new ecosystem partners, and strategic decision
making. They generate value by manipulating available resources into new value-
creating strategies in dynamic contexts. (Eisenhardt & Martin, 2000).

• During transitions, new competitive rules emerge. When the crisis settles, which it
will, "real economic value becomes the final judge of company success" (Porter,
2001 pg. 65).

• The author researched how professionals responded to the sudden stoppage of a

worldwide pandemic during the Covid-19 outbreak in the US. Here, she applies her
findings to the present and offers five leadership traits for staff facing perpetual
turbulence. The pandemic has driven us into unforeseen challenges, but it has also
given leaders a chance to focus on inclusive and supportive team and organizational
behavior. (Wei Zheng, Oct. 2020).

• We live and work differently since the epidemic. This article explores significant
shifts in innovation theory assumptions. We want researchers to assist the world grasp
the long-term repercussions of this crisis and how we might add evidence to future
management and business discussions. (Gerard George, Karim R. Lakhani, Phanish
Puranam, Sep, 2020).

• It is vital to consider the current state of the workplace and how it may develop in the
future in light of COVID-19. Numerous analyzes have been conducted into how
people and organizations continued to operate remotely throughout the epidemic, as
well as the benefits and drawbacks of doing so. Through data analysis, it is possible
to comprehend what transpired and how it impacted the way tasks were performed at

5
 work. As a result of COVID-19, companies and their employees are undergoing and
will continue to endure significant changes. Due to these improvements,
organizations are constantly compelled to develop innovative business strategies and
initiate previously unheard-of initiatives. As a result of COVID-19, jobs, technology,
and workplace safety will never be the same. (Antonio de Lucas Ancillo, María
Teresa del Val Núñez and Sorin Gavrila Gavrila, Oct. 2020).

• According to McKinsey (2020), COVID-19 brought in new business practices,

shifting how firms function and the role of offices in ensuring safe, successful, and
joyful work. (Catalyst, 2020; McKinsey, 2020b; PricewaterhouseCoopers, 2020a;
World Economic Forum, 2020b).

• • COVID-19 created unprecedented problems, and many organizations across the

world responded with pre-prepared crisis management strategies and new work
standards to safeguard workers. ((Mikuová & Horváthová, 2019; Gartner, 2020b;
KPMG, 2020d, 2020e).

• Companies will learn from this situation, where remote work is important to
corporate continuity, to explore new methods of accomplishing tasks and the new
function of the office. (Gartner, 2020a).

6
 Research Design
Introduction
COVID-19 upset traditional work habits and accelerated tendencies toward online or virtual
labour. COVID-19 expedited this migration. Work From Home (WFH) was formerly
sensitive to employee wishes, but COVID-19 compelled many individuals to engage in
Mandatory WFH (MWFH).

Methodology
Meaning relates to how people interpret their lives and experiences in qualitative research.
Qualitative researchers want to know how individuals make meaning. Qualitative research
methods such as participant observation and case studies produce narrative and descriptive
descriptions of places and activities. Sociologists who employ these methods tend to be
interpretive rather than positivist.
Quantitative research is the methodical investigation of phenomena using quantifiable data
and statistical, mathematical, or computational methods. Quantitative research involves
sampling previous, present, and future clients and distributing online questionnaires, surveys,
and polls.
Qualitative and quantitative methods analyse data differently. Since qualitative techniques
aren't reductionist, they can provide a more thorough account of the phenomenon being
examined.
This study was based on the dynamic capacity hypothesis, which says corporate
environments are continually changing. Current studies can't give a comprehensive
explanation of strategies in a fluid situation. Quantitative research using close-ended
responses was the most efficient technique to examine strategic intervention strategies.
Closed-ended questionnaire aid with a thorough investigation. The semi-structured
interview questions were based on factors from a literature review on the crisis, pandemic,
and consumer-employee-organization well-being.
The research done on primary basis have received 74 respondents, the research was done on
focusing on COVID-19’s three aspects;

• relief plan provided by organization,

• comfort received to the employees, and
• effect of communication pattern on both organization and the individual.
Out of 74 respondents, 40 were male, 33 were female, and 1 was others. While, age group
tried to focus on was the one who have prior work experience and some who have

7
experienced both Pre-COVID and Post-COVID, and mainly one who have worked during
COVID-19.
Primary research gathers data directly, rather than using data from earlier studies. This is
primary research. They "own" the data technically. Primary research is an in-depth inquiry to
solve a specific issue.
Secondary research uses already obtained information. Summarizing and collecting existing
data improves research efficacy. It includes research information from reports and other
sources.
This study combines primary and secondary data. Secondary study was undertaken to offer a
backdrop of current research efforts, identify knowledge gaps, and collect information from
previous researches and fill the research gap. This research provided a backdrop of existing
research efforts.
In addition, a questionnaire with limited replies was used to collect people's thoughts on the
shift in management practices and how it affected employees. During the process of primary
research, the following were the themes that were emphasised:

• The new working style in organization that is work from home (WFH).
• The new way of communication, minding organizational level virtual mode and
teams.
• The new form of handling work in terms of leadership and management.
• Lead people to new terms in AI techniques, causing people learn new things and
even struggle to survive.
• Communication barrier and social interaction with people became a new
challenge.
• Unemployment and new jobs were created.
• Stress among the employees increased.
• Loneliness and feeling of inequality create another barrier.

8
 Data Analysis

Quantitative Analysis

1. Age

Interpretation: Out of 74 responses 47 were of age group 18-30 years old, 23 respondents
were of 31-40 Years old, and 4 respondents were of 41-50 years old.

2. Gender:

Interpretation: Out of 74 respondents, 40 were male, 33 were female and 1 was others.
3. Work mode during COVID-19:

9
 Interpretation: Out of 74 respondents, 44 respondents worked from home during
COVID-19, while 16 were working from site, 8 were working in Hybrid mode, and
remaining 6 faced all kind of work mode during COVID-19.

4. Total years of Work experience:

Interpretation: Out of 74 respondents, 51 respondents have 0-5 years of work

experience, 18 have 6-10 years of work experiences, 4 have about 11-20 years of
experience and 1 have more than 20 years of work experience.

10
5. During COVID-19 many organizations has provided sufficient and effective
relief plans.

Interpretation: Out of 74 respondents, 1 Strongly agree on the fact, 25 Agree that

organization have provided sufficient relief plan, 24 think that it’s neutral as neither it
was sufficient nor insufficient, 16 disagrees, and 8 respondents strongly disagrees.

11
6. Even with the relief plans managing their daily life and concentrating on work
was considered a difficult task for employees.

Interpretation: Out of 74 respondents, 11 strongly agrees that managing the daily

life was difficult, majority around 42 agrees that it was a bit difficult, while 18
respondents thinks that it was manageable, 2 respondents disagree with difficulty
point, and 1 think that it was much easier to manage work at home.

12
7. Few employees thinks that the relief plans provided by the organization during
COVID-19 have given them a flexible working hours and comfortable life.

Interpretation: Out of 74 respondents, 8 respondents think that relief plan provided

them a very easy work life with flexible timing, while 43 respondents think that it did
provide a bit comfortable life, 16 respondents find it neither comfortable nor
discomfortable, 6 thinks its discomfortable but manageable, 1 think that it was
complete dissatisfactory.

13
8. COVID-19 have made many changes in the organizations, what do you think
have the most impact due to new strategies.

Interpretation: Out of 74 respondents, 19 respondents thinks outside world tragedies

influenced them, 30 respondents thinks it was also an geographical difference, 39
respondents thinks there were issues with performance with team members, 37 thinks
there were change in tasks, while 25 thinks there were change in roles, 35 finds
communication change as a barrier, 29 finds that the way things progressed have
disrupted, 15 finds increase in ambiguity of their work, and 20 thinks there was
morale loss in people.

9. COVID-19 effected the efficiency of the organization due to the overall change in
the way of communication.

Interpretation: Out of 74 respondents, 8 respondents strongly agrees that COVID-19

have affected the communication change in organizations, 51 did agreed that it
changed the organization a bit, 11 respondents thinks that it much same as before as

14
 these technologies and strategies existed even before, while 4 respondents disagrees
that it did not even change much, while there were none who strongly disagrees with
the fact.

10. Due to COVID-19 communication pattern has changed. How will you rate
communication?

Interpretation: Out of 74 respondents, 13 respondents thinks that communication

was much less than before, 11 thinks that there was more communication with
employees, while majority about 33 thinks that it did take time but was managed later
on and adopted it, 11 found it bit difficult, and 6 thinks that communication quality
improved.

15
11. What do you think was the biggest communication challenge faced by
individual?

Interpretation: Out of 74 respondents, 25 respondents find that it created lack of proper

feedback, 41 thinks that emails got overloaded, 38 thinks there was lack of
communication in organizations, 39 find their devices at chaos, 25 find difficulty in
onboarding new employees, 16 finds language as barrier, 28 thinks that irrelevant stuff
got overloaded, while 14 finds lack of mutual respect and trust among the employees.

16
 12. From the organizational readiness factors, what should be included as individual
staff capacity for change in COVID-19?

Interpretation: Out of 74 respondents, 33 respondents thinks that Staff seeing the

change as fitting with the vision and mission of the organization, 46 thinks Staff
commitment to the purpose, value, and necessity of the change, 34 respondents thinks
Staff willingness to go along with the change, 36 thinks Staff job satisfaction,
commitment to the organization, and trust in management, 18 thinks The level of staff
autonomy or feelings of empowerment, and 16 thinks Staff tolerance of ambiguity,
which is likely to increase in times of change.

13. Reskilling the workforce have created new job opportunities and developed new
scopes in organization?

Interpretation: Out of 74 respondents, 21 respondents strongly agrees that reskilling due to

COVID-19 have created new opportunities in organizations, while 34 agrees with the fact

17
that opportunities did develop but still nothing much changed, 16 thinks it is as it was, while
3 disagrees with the fact of new development

14. Rate overall impact of COVID-19 on the organizations.

Interpretation: Out of 74 respondents, 21 respondents think that overall it’s an

negative change due to COVID-19, while 35 thinks its neutral as by time got adopted,
and 18 respondents find it as a positive change in market.

18
Qualitative Analysis
Coronavirus (COVID-19) has affected practically every area of the economy and kept people indoors,
causing a socioeconomic calamity (Ozili & Arun, 2020). Due of postponed athletic events, religious
meetings, and cultural holidays, businesses must maintain a stable income. This is problematic. 436
million Small and Medium Enterprises (SMEs) are under jeopardy, affecting 81% of employment
providers and 66% of employees (International Labor Organization, 2020). The economy depends on
customers, who depend on SMEs, who depend on the economy. Given the importance of small and
medium-sized firms to the economy, it's crucial to maintain their existence. In the current study, the
obstacles SMEs face in times of crisis are underlined. This will help policymakers handle the crisis.

Break with the past

Businesses have to continue functioning remotely during government lockdowns. Despite

this, firms continued to translate old procedures into remote-friendly ones.

Workplace redesign

Businesses must redefine how and where work is done to prepare for the post-COVID-19
world. Depending on the type of job and its demands, different models and dynamics will be
needed to construct tasks and workspaces. Companies must match people, processes,
technology, career policies, work patterns, and contracts. In order to achieve a re-imagined,
improved, and re-invented workplace, workplace redesign must come first.

Technology

Businesses must redefine how and where work is done to prepare for the post-COVID-19
world. Depending on the type of job and its demands, different models and dynamics will be
needed to construct tasks and workspaces. Companies must match people, processes,
technology, career policies, work patterns, and contracts. In order to achieve a re-imagined,
improved, and re-invented workplace, workplace redesign must come first.

Digital strategy

This category discusses digital transitions as the incentive for remote working and workplace
change, while addressing IT infrastructure, workforce planning, and digital skills
development shortages.

Remote working and new sense of the workplace

19
This epidemic pushed more individuals to work from home globally. COVID-19 accelerates
innovative working and workplace paradigms, increasing flexibility. This epidemic has led
several firms to experiment with remote work.

Opportunities for a new era

Since it is hard to foresee the future and top executives want to be better prepared for it, they
are modifying their objectives.

Change remains constant

The task for those responsible with achieving substantial change has grown. Greater
competitiveness and workforce resilience are the two outcomes of digital transformation that
respondents to the study most wanted to see. Similar to how most businesses are expanding
and growing. It was predicted that the greater emphasis on change would appear to be
damaging to both the possibilities for collaboration and customer connections.

Organizations recognize the need for speed

Those that are anxious about the digital transformation feel compelled to move more
promptly as a result of COVID-19. In the long term, there is something more fundamental
and essential happening. Before the outbreak, a number of firms conveyed the appearance
that they lacked confidence in their own or their employees' technological abilities. However,

20
the majority of the anxieties aroused by the epidemic this year turned out to be unwarranted.

Defining a different normal

The impacts of a pandemic may last for a lengthy period of time. The digital transformation
process is gaining the support of a growing number of executives. They argue that we will fix
things using artificial intelligence, the internet of things, blockchain technology, and cloud
computing. COVID-19. The organization's management is aware of the multiple advantages
of recruiting technophiles. A company must ensure that its personnel has the same degree of
expertise, toughness, and flexibility as the products it sells in order to achieve success.

• It has moved toward cloud-based business operations, which is around 65%.

• Additionally, it has accelerated process automation which is about 60%.
• Furthermore, it has modified its approach to change management which is again
around 60%.
• Moreover, it has implemented permanent modifications to its organizational strategies
which is around 55%.

21
 Results
Qualitative Analysis

Working at home (WFH)

The implementation of a work-from-home policy was the most major managerial change at
COVID-19. There is a possibility that there would not be sufficient distance between work
and home, which would make WFH more attractive. Coworkers who live together face
additional challenges since they must maintain each other's property.
Independent of the obstacles people may encounter during WFH,
(a) Before COVID-19, many businesses were hesitant to adopt WFH because of concern
that they would lose control of their workers if they worked from home.
(b) New techniques for monitoring WFH are probably going to be used.

Virtual Teams
Since COVID-19 has boosted virtual teams, researchers should track and analyze innovations
that may improve their performance. The following criteria determined the topic:
(a) lack communication depth of face-to-face teams
(b) define team practices, set goals, and integrate structural solutions for psychologically
safe conversations.

Virtual Leadership and Administration

During a crisis, it is vital for CEOs to establish company goals that affect all personnel.
Before COVID-19, researchers should determine whether or not remote leaders in positions
of power can influence folks to see things their way.
(a) Specify the guiding principles for the institution's activity.
(b) Recognize and address the issues and objectives of their respective organizations.
(c) Present the aspirational goal of the unit.
(d) Have confidence in the success made by their organizations' efforts.

Unemployment and Redundancies

Unemployed individuals are more prone to experience mental health issues induced by
negative stress, such as depression and anxiety. According to the latent deprivation paradigm,

22
the negative psychological impacts of unemployment can be related to the fact that working
offers both overt and hidden advantages. (Requires citation) (Requires citation)
The negative impacts of unemployment on the economy affect both employed and
unemployed individuals. When a corporation reduces the overall number of employees, those
who remain demonstrate less organizational commitment, job engagement, and stress than
before the reduction.
Presenteeism
After COVID-19, presenteeism will grow among workers. Meta-analysis of presenteeism
(Miraglia & Johns, 2016) suggests two profiles of people who attend work when ill:
(a) People who feel forced to attend due to heavy job demands, such as excessive
workload, understaffing, and required overtime; and
(b) People who are committed to their organization and/or highly engaged in their
work.

Economic Inequality
As was the case during the 2008 financial crisis, it is projected that the pandemic will
exacerbate inequality.
As a result of COVID-19, low-income workers could be more likely to take risks and quit
their jobs, which could increase the spread of illnesses. The vicious cycle can be broken if
sufficient funds are invested in eradicating inequality.

Separation from Others and Loneliness

Prior study implies that when organizations build strategies after COVID-19, loneliness in the
workplace should be treated as an indicator of employee well-being in HR policies,
initiatives, and practices. Close investigation of innovations people started adopting within
weeks after mandatory shutdowns (e.g., Virtual Happy Hours) might influence future practice
and research targeted at avoiding loneliness and promoting resilience. Such study would
augment the recent emphasis on empirically validated resilience therapies.

Stress and Exhaustion

COVID-19's ambiguity and uncertainty require businesses to protect employee health and
safety. Using the Job Demands-Resources theory as a basis, we may notice heterogeneity
between and within industries in how COVID-19 has altered job demands and resources, as
well as evidence that working conditions have deteriorated for most employees, especially
frontline healthcare workers.

23
Since COVID-19 was confusing and imprecise, the health and safety of employees had to be
protected. The COVID-19 had a wide range of effects on the resource and labour
requirements of industry. In addition, there is evidence that the working circumstances of the
majority of workers have deteriorated, particularly for frontline healthcare personnel.
Organizations and their leaders must first learn to make sense of the situation and offer
people with the resources they require to preserve their health and efficiently do their jobs.

• This may be accomplished by giving employees with immediate and long-term

tangible resources, including as training, counseling, and therapy. In addition, they
can give access to information, employee support programs, and these services.
• Building strength by providing them training.
If work redesign and job crafting are as effective in the future as they were before to the
outbreak of COVID-19, more study should be conducted on these topics.
Future research should also analyse if job redesign and job crafting are as effective as before
COVID-19.

Quantitative Analysis

Tests of Normality
Kolmogorov-Smirnova Shapiro-Wilk

Statistic df Sig. Statistic df Sig.

ReliefPlan .203 74 .000 .874 74 .000

Management .313 74 .000 .821 74 .000

Comfort .336 74 .000 .820 74 .000

ChangeCommunication .384 74 .000 .741 74 .000

Reskilling .250 74 .000 .847 74 .000

RateCommunication .234 74 .000 .898 74 .000

a. Lilliefors Significance Correction

Kolmogorov-smirnov data is used when data set is more than 100, while Shapiro-wilk is used
when data set is less than 100.

• Since here the data set is 74, which is less than 100 we will use Shapiro-wilk.
• Here the Sigma is less than 0.05 that means data is not normally distributed, therefore
ordinally regression and spearman rank correlation will be done.

Limitations

24
 1. Publications-focused: Four monthly surveys, eight research, and seven
international consulting firms were reviewed. Senior executives from the most
successful organizations across the world were surveyed over the period of four
months, and studies were conducted to determine client preferences and proposals
for a "return to normalcy" in various regions of the world. At COVID-19, tens of
thousands more papers are presented.
2. Limited to consultancy firms' interests: Detailed examination of pandemic data
has yielded insights that may be utilized at work. After reading all of the reports
and determining which ones shared similar characteristics, we were able to
aggregate them. Consider how the data is arranged, when and where it was
obtained, before forming judgments.

3. Limited timeframes: Even though the data gathering phase of the project is
concluded, the results will still be made accessible to the public. This category,
along with the other five, might benefit from additional reporting or a geographic
focus.

Planning of workforce strategies

• Prepare staff communications for the most challenging events (such as closing
offices or manufacturing lines). Your job is to respond constructively, not to
communicate chaotically or not at all.

• Consider staff reduction possibilities (for example, through the introduction of

unpaid vacation, as was the case with the Ukrainian employers in 2008-2009). Be
careful when making controversial staff cuts. Inappropriate actions or behavior
by corporate executives during a crisis will harm business.

25
 Conclusion
Infectious diseases have had an unanticipated but predictable influence on human
psychology, behavior, and society. Infectious illness threats like COVID-19 must be regarded
regular because we live and work in global settings. To continue enjoying the benefits of
global collaboration, one should perform more efficiently and safely.
Despite the hazards and stress, we've negotiated such emergency situations before. It affects
the company's culture and management approaches. If you think your company's employees
are its most valuable asset, communicate, prepare, and be consistent. Show your workers you
care by being available.
We're all human, thus COVID-19 may affect us all. Now is the time for business executives
to ensure worker health and safety.
Enterprises must adapt in real time to navigate this new climate and keep their competitive
edge. Businesses must operate in three areas to remain viable and grow:
Inspiring leadership should advise, engage, and empower innovative workforce practices.
Make flexible jobs available (like hybrid, remote and In-office). Emphasize employee mental
wellness and skill development.

• Artificial intelligence, automated procedures, and exponential technologies improve

business production. During a pandemic, any or all of these factors may increase trust,
hence boosting recruitment.
• Increase scalability and flexibility by using hybrid cloud computing and shifting more
business processes to the cloud.
• Resilience, cyber security, and automation/AI must be enhanced.
In this new world, complacency and sentimentality are out. Normal living standards cannot
be returned. Too many risks and stakes exist. Executives must prepare their firms for ongoing
uncertainty, turmoil, and change.
Two interesting issues may be explored further. How have corporations changed their
business models in the past? Compare organizations who have effectively shifted to digital
business models. Second, we want to know how firms have used adaptation and flexibility to
take advantage of C-19's changing possibilities. Businesses that can quickly adapt to a
changing environment have been able to weather the crisis and maintain commercial
continuity. It will be interesting to see if these firms can institutionalize the dynamic talents
they've gained throughout the crisis.

26
 References
https://www.who.int/docs/default-source/coronaviruse/covid-strategy-update-14april2020.pdf
https://onlinelibrary.wiley.com/doi/10.1111/joca.12399
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8562908/
https://www2.deloitte.com/ua/en/pages/human-capital/articles/impact-of-covid-19.html
https://www.ilo.org/global/topics/coronavirus/impacts-and-responses/WCMS_739051/lang--
en/index.htm
https://hbr.org/2020/10/5-strategies-to-support-your-employees-through-a-crisis
https://www.researchgate.net/publication/344882785_Managing_and_Implementing_Change
_Successfully_with_Respect_to_COVID-19_A_Way_Forward_for_SMEs
https://www.tandfonline.com/doi/full/10.1080/1331677X.2020.1862689

The impact of the COVID-19 pandemic on hepatitis B ... - researchgate.net. (n.d.). Retrieved
July 25, 2022, from
https://www.researchgate.net/publication/361743842_The_impact_of_the_COVID-
19_pandemic_on_hepatitis_B_virus_vaccination_and_transmission_among_men_who_
have_sex_with_men_a_mathematical_modelling_study

Covid-19 and the workplace: Implications, issues, and insights for ... (n.d.). Retrieved July
25, 2022, from https://www.researchgate.net/publication/342101229_COVID-
19_and_the_Workplace_Implications_Issues_and_Insights_for_Future_Research_and_
Action

Covid-19 and the future of business. IBM. (n.d.). Retrieved July 25, 2022, from
https://www.ibm.com/thought-leadership/institute-business-value/report/covid-19-
future-business

27
 Annexure
Questionnaire

1. Age
2. Gender
3. Work mode during COVID-19
4. Total years of work experience
5. During COVID-19 many organizations has provided sufficient and effective relief
plans.
6. Even with the relief plans managing their daily life and concentrating on work was
considered a difficult task for employees.
7. Few employees thinks that the relief plans provided by the organization during
COVID-19 have given them a flexible working hours and comfortable life.
8. COVID-19 have made many changes in the organizations, what do you think have
the most impact due to new strategies
9. COVID-19 effected the efficiency of the organization due to the overall change in
the way of communication.
10. Due to COVID-19 communication pattern has changed. How will you rate
communication?
11. What do you think was the biggest communication challenge faced by individual?
12. From the organizational readiness factors, what should be included as individual
staff capacity for change in COVID-19?
13. Reskilling the workforce have created new job opportunities and developed new
scopes in organization?
14. Rate overall impact of COVID-19 on the organizations
15. Your best experience and problems you faced in organization during COVID-19.

28