Journal of Strategic Human Resource Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Employee Engagement: Factors and Recommendations for Enhancing Employee Engagement during COVID-19 Pandemic


Affiliations
1 Post-Graduate Commerce Student, Shri Shikshayatan College, University of Calcutta, West Bengal, India
2 Post-Graduate Commerce Student, University of Calcutta, West Bengal, India
     

   Subscribe/Renew Journal


As the world is getting engulfed by the COVID-19 pandemic caused by the SARS-CoV-2 virus, workers and employees across the globe are suffering unfavourable consequences as a result of the current shifting job environment. Due to the rapid spread of COVID-19 all over the world, many organisations are swiftly modifying their processes. Several companies have made the switch to telecommuting and are adopting work-from-home routines to allow remote working for their entire workforce. “Employee engagement” has become one of the most popular topics in recent organisational behaviour research; it is believed to change during the current phase of the ongoing pandemic. The purpose of this paper is to investigate the impact of COVID-19 on employee engagement and suggest a few strategies for improving employee engagement. In this paper, we have considered the V-5 Model of Employee Engagement, the 5-C Model of Employee Engagement, and the “GREAT” Model of Non-monetary Levers for Enhancement of Employee Engagement. Employee morale is enhanced by employee engagement techniques, especially in this pandemic situation, employees are engaged and devoted to the company. Employee participation has thus become crucial, particularly in the present COVID-19 pandemic crisis.

Keywords

COVID-19, Changing HRM Practices, Employee Engagement, Work from Home
Subscription Login to verify subscription
User
Notifications
Font Size


  • Aditama, J., & Riyanto, S. (2020). Maintaining employee engagement and employee performance during COVID-19 pandemic at PT Koexim Mandiri finance. Journal of Research in Business and Management, 8(3). Retrieved June 5, 2021, from https://www.researchgate.net/profile/ Setyo-Riyanto/publication/343391323_Maintaining_Employee_Engagement_and_Employee_Performance_ during_COVID-19_Pandemic_at_PT_Koexim_ Mandiri_Finance/links/5f27b8b9458515b729fe46f6/Maintaining-Employee-Engagement-and-EmployeePerformance-during-COVID-19-Pandemic-at-PTKoeximMandiri-Finance.pdf

  • Ahmed, T., Shahid Khan, M., Thitivesa, D., Siraphatthada, Y., & Phumdara, T. (2020). Impact of employees engagement and knowledge sharing on organizational performance: Study of HR challenges in COVID-19 pandemic. Human Systems Management, (Preprint), 1-15. Retrieved June 6, 2021, from https://doi.org/10.3233/HSM-201052

  • Baldoni, J. (2013). Employee engagement does more than boost productivity. Harvard Business Review, 4. Retrieved September 22, 2021, from https://hbr.org/2013/07/ employee-engagement-does-more

  • Chanana, N. (2020). Employee engagement practices during COVID-19 lockdown. Journal of Public Affairs, e2508. Retrieved June 5, 2021, from https://onlinelibrary.wiley.com/doi/epdf/10.1002/pa.2508

  • Chaudhary, V., Mohanty, S., Malik, P., Mary, A. A. S., Maroor, J. P., & Nomani, M. Z. M. (2021). Factors affecting virtual employee engagement in India during COVID-19. Materials Today: Proceedings. Retrieved June 5, 2021, from https://doi.org/10.1016/j.matpr.2021.05.685

  • De-la-Calle-Durán, M. C., & Rodríguez-Sánchez, J. L. (2021). Employee engagement and wellbeing in times of COVID-19: A proposal of the 5Cs model. International Journal of Environmental Research and Public Health, 18(10), 5470. Retrieved June 5, 2021, from https://doi.org/10.3390/ijerph18105470

  • Goestjahjanti, S. F., Novitasari, D., Hutagalung, D., Asbari, M., & Supono, J. (2020). Impact of talent management, authentic leadership and employee engagement on job satisfaction: Evidence from South East Asian industries. Journal of Critical Reviews, 7(19), 67-88. Retrieved June 6, 2021, from http://www.jcreview.com/fulltext/197-1594813056.pdf

  • Kaushik, M., & Guleria, N. (2019). Employee relations and engagement during COVID-19. Employee Relations, 2(3). Retrieved June 6, 2021, from https://www.johnfoundation.com/journals/sparkling/sijmrsv3i2-2020/s-31/

  • Kertiriasih, N. N. R., Sujana, I. W., & Suardika, I. N. (2018). The effect of leadership style to job satisfaction, employee engagement and employee performance (study at PT. Interbat, Bali, Nusra, and Ambon). International Journal of Contemporary Research and Review, 9(03), 2059220600. Retrieved June 6, 2021, from https://www.scilit.net/article/c1c512b464237d6ff9027087818c038d

  • Kumar, P. (2021). V-5 model of employee engagement during COVID-19 and post lockdown. Vision, 0972262920980878. Retrieved June 6, 2021, from https://doi.org/10.1177/0972262920980878

  • Mani, S., & Mishra, M. (2020). Non-monetary levers to enhance employee engagement in organizations – “GREAT” model of motivation during the COVID-19 crisis. Strategic HR Review, 19(4). Retrieved June 4, 2021, from https://doi.org/10.1108/SHR-04-2020-0028

  • Newman, S. A., & Ford, R. C. (2021). Five steps to leading your team in the virtual COVID-19 workplace. Organizational Dynamics, 50(1), 100802. Retrieved June 5, 2021, from https://doi.org/10.1016/j.orgdyn.2020.100802

  • Nguyen, H. N., & Tran, M. D. (2021). The effect of perceived organizational support on employee engagement during the COVID-19 pandemic: An empirical study in Vietnam. The Journal of Asian Finance, Economics and Business, 8(6), 415-426. Retrieved June 6, 2021, from https://doi.org/10.13106/jafeb.2021.vol8.no6.0415

  • Ojo, A. O., Fawehinmi, O., & Yusliza, M. Y. (2021). Examining the predictors of resilience and work engagement during the COVID-19 pandemic. Sustainability, 13(5), 2902. Retrieved June 6, 2021, from https://doi.org/10.3390/su13052902

  • Plester, B., & Hutchison, A. (2016). Fun times: The relationship between fun and workplace engagement. Employee Relations, 8(3), 332-350.

  • Risley, C. (2020). Maintaining performance and employee engagement during the COVID-19 pandemic. Journal of Library Administration, 60(6), 653-659. Retrieved June 5, 2021, from https://doi.org/10.1080/01930826.2020.17 73716

  • Robertson, I. T., & Cooper, C. L. (2010). Full engagement: The integration of employee engagement and psychological well-being. Leadership & Organization Development Journal. Retrieved June 4, 2021, from https://doi.org/10.1108/01437731011043348

  • Saad, M. M., Gaber, H. R., & Labib, A. A. (2021). Investigating the impact of human resource management practices on employee engagement, and the moderating role of strategy implementation in Egypt. SA Journal of Human Resource Management, 19. Retrieved June 5, 2021, from https://doi.org/10.4102/sajhrm.v19i0.1412

  • Seddighi, H., Dollard, M. F., & Salmani, I. (2020). Psychosocial safety climate of employees during the COVID-19 pandemic in Iran: A policy analysis. Disaster Medicine and Public Health Preparedness, 1-7. Retrieved June 4, 2021, from https://doi.org/10.1017/dmp.2020.370


Abstract Views: 222

PDF Views: 0




  • Employee Engagement: Factors and Recommendations for Enhancing Employee Engagement during COVID-19 Pandemic

Abstract Views: 222  |  PDF Views: 0

Authors

Sunandita Kundu
Post-Graduate Commerce Student, Shri Shikshayatan College, University of Calcutta, West Bengal, India
Snehashis Nag
Post-Graduate Commerce Student, University of Calcutta, West Bengal, India

Abstract


As the world is getting engulfed by the COVID-19 pandemic caused by the SARS-CoV-2 virus, workers and employees across the globe are suffering unfavourable consequences as a result of the current shifting job environment. Due to the rapid spread of COVID-19 all over the world, many organisations are swiftly modifying their processes. Several companies have made the switch to telecommuting and are adopting work-from-home routines to allow remote working for their entire workforce. “Employee engagement” has become one of the most popular topics in recent organisational behaviour research; it is believed to change during the current phase of the ongoing pandemic. The purpose of this paper is to investigate the impact of COVID-19 on employee engagement and suggest a few strategies for improving employee engagement. In this paper, we have considered the V-5 Model of Employee Engagement, the 5-C Model of Employee Engagement, and the “GREAT” Model of Non-monetary Levers for Enhancement of Employee Engagement. Employee morale is enhanced by employee engagement techniques, especially in this pandemic situation, employees are engaged and devoted to the company. Employee participation has thus become crucial, particularly in the present COVID-19 pandemic crisis.

Keywords


COVID-19, Changing HRM Practices, Employee Engagement, Work from Home

References