INTERROGATING CASTE AND GENDER MARGINALISATION-A READING OF MEENA KANDASAMY’S SELECT POEMS
June 30, 2020

EMPLOYEE RELATIONS AND ENGAGEMENT DURING COVID-19

* Meenakshi Kaushik & **Neha Guleria

*Professor & Head of the department, School of Commerce and Management,  Lingayas University, Faridabad, (Haryana), Delhi NCR, India.

**Research Scholar, School of Commerce and Management, Lingayas University, Faridabad,  (Haryana), Delhi NCR, India.

Abstract


The period of COVID-19 brings some positivity in a few domains while some negativity in other domains of life of an employee. So, the present study is about employee relations and engagement which have affected by the COVID-19 period. The productivity of an employee lies in his/her happiness. A satisfied and happy employee opens the way of success to his/her organization. For this, healthy surroundings play an important role. Happy relations between employee and employer are key to increase the productivity and performance of both-employee and organization. But somehow, productivity and performance also linked to employee engagement. Employee engagement shows the passion and determination of an employee towards a particular job. The commitment and unrestricted efforts towards the achievement of organizational goals are all about employee engagement. But in the scenario of COVID-19 both the factors have suffered. If employee engagement has affected because of pandemic then it also has an impact on employee relations as there is poor communication or face-to-face interactions are missing. Maintaining a good rapport with employees by making excessive communication and interaction is the need of the hour by helping them not only in the technological domain but also in engaging and retaining them during this COVID-19 period.

Keywords


COVID-19, employee relations, employee engagement, employer, productivity, performance.

References


Abrol, S. & Madan, V. (2020). Coronavirus: Employer and employee relationship, https://lakshmisri.com/insights/articles/coronavirus-employer-and-employeerelationship/#

Beardwell, J. and Claydon, T. (2007). Human Resource Management, A Contemporary Approach. 5th ed. Harlow, Prentice Hall.

Brinkert, R. (2010). A Literature review of Conflict Communication Causes, Costs, Benefits and Interventions in Nursing. Journal of Nursing Management, 18, 145-156.

Buchanan, L. (2004). The things they do for love. Harvard Business Review, 82(12), 19-20.

Chen, G. & Tjosvold, D. (2012). Shared Rewards and Goal Interdependence for Psychological Safety among departments in China. Asia Pacific Journal of Management, 29, 433-452.

Cooper, R. (1997). Applying Emotional Intelligence in the workplace. Training and Development, 51(12), 31-38.

Fleming, J. H., &Asplund, J. (2007). Human sigma. New York: Gallup.

Jaisinghani, A. (2020). Pandemics & HR in 2020: The impact of COVID-19 on the workforce, Retrieved from https://www.peoplemattersglobal.com/blog/employee-relations/pandemics-hr-in-2020-the-impact-of-covid-19-on-the-workforce-25289

Jing, F.F., Avery, G.C. &Bergsteiner, H. (2011). Organisational Climate and Performance in Retail Pharmacies. Leadership and Organisation Development Journal, 32(3), 224-242.

Koster, F., Stokman, F., Hodson, R. & Sanders, K. (2007). Solidarity through Networks: The Effects of Task and Informal Interdependence on Cooperation within Teams. Employee Relations Journal, 29(2), 117-137.

Kular, S., Gatenby, M., Rees, C., Soane, E. &Truss,K. (2008). Employee Engagement: A Literature Review. Kingston Business School, Kingston University Working Paper Series no. 19, October 2008.

Lucas, R., Lupton, B. and Mathieson, H. (2006). Human Resource Management in an International Context. London, CIPD.

Macey, W., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1, 3-30.

May, D.R. Gilson, R.L. and Harter, L.M. (2004) ‘The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work’, Journal of Occupational and Organisational Psychology, 77, 11-37.

Mehta, D. & Mehta, N.K. (2013). Employee Engagement: A Literature Review, Economia Seria Management, 16, (2), 2013.

Prasad, KDV. (2020). Organizational climate, opportunities, challenges and psychological wellbeing of the remote working employees during COVID-19 pandemic: A general linear model approach with reference to information technology industry in Hyderabad.  IJARET, 11_04_037: Retrieved from http://www.iaeme.com/IJARET/issues.asp?JType=IJARET&VType=11&IType=4

Pulakos, E.D. & O’Leary, R. (2011). Why is Performance Management Broken, Industrial and Organisational Psychology, 4, 146-164.

Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. &Swart, J. (2003). Understanding the People and Performance Link: Unlocking the Black Box. London, CIPD.

Rea, A., & Shinn, J. (2015). What Are Employee Relations?-Definition & Concept. Retrieved from https://study.com/academy/lesson/what-is-employee-relations-definition-lesson-quiz.html.

Robbins, A. (2017). The 4 pillars of Employee Relations, Retrieved from https://officevibe.com/blog/4-pillars-of-employee-relations

Robinson D, Perryman, S. &Hayday, S. (2004). The Drivers of Employee Engagement, Institute for Employment Studies, Brighton, Report 408.

Robinson, I. (2006). Human Resource Management in Organisations. London, CIPD.

Schaufeli, W.B. & Bakker, A.B. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. Journal of Organisational Behaviour, 25, 293-315.

Thatcher, S.M.B. & Brown, S.A. (2010). Individual Creativity in Teams: The Importance of Communication media mix. Decision Support Systems, 49, 290-300.

The Gallup Organization. (2001, March 15). What your dissatisfied workers cost. Gallup Management Journal. Retrieved from http://gmj.gallup.com/content/ default.aspx?ci=439

Wagner, R., & Harter, J. K. (2006). 12: The great elements of managing. Washington, DC: The Gallup Organization.

 

To cite this article


Meenakshi Kaushik, & Neha Guleria. (2020). Employee Relations and Engagement during COVID-19. Sparkling International Journal of Multidisciplinary Research Studies, 3(2), 1-11.

To View Article