Handling stress and well-being among employees in the New Era!

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Organizations in the modern day must be vigilant and flexible in the face of unanticipated occurrences, such as external crises, which heighten employee insecurity and immediately jeopardize the profitability and performance of the company. However, since the recent COVID-19 epidemic, organizations have been forced to deal with the unusual and come up with fresh approaches to problems that are cropping up in a number of different sectors of their operations.






The COVID-19 pandemic has made the human resource management (HRM) landscape extremely difficult. Managers must act swiftly to address "unknown unknowns" while assisting employees in adjusting to and navigating significant changes in the workplace and in society at large. For instance, workers who used to spend all or most of their time within the physical walls of their company now need to swiftly adapt to remote work settings. Even individuals who may be accustomed to working remotely are now confronted with particular difficulties because they are unable to look for other workspaces as a result of shelter in place orders and the closure of non-essential firms. Kehoe and Collins, (2017)



Understanding how these extraordinary developments are affecting employees' perceptions of P-E fit and how to address any mismatch will thus be crucial as firms continue to modify their HR procedures in response to COVID-19. It will be crucial to comprehend how these practices will affect an organization's values and culture going forward, for example, as virtual forms of recruitment, selection, and training must replace in-person interactions in lieu of face-to-face interactions Maurer, (2020a), Maurer, (2020). These new practices may attract and retain people in different ways than traditional face-to-face approaches. To this aim, studies are required to determine how COVID-19 influences workers' capacity to manage the job search process and how the shift to virtual hiring influences their ability to develop and assess perceptions of fit regarding potential employment situations, and the efficacy of virtual assessment centers and training programs.



 



There is no reason to think that COVID-19's effects on organizational life will be temporary, even though its long-term effects are still unclear. In addition to the fact that the consequences of the current pandemic are far from ended Hixon, (2020), medical professionals have cautioned that there is virtually a 100% chance that similar health crises may occur in the future Desmond-Hellmann, (2020). Because of this, we need to be looking forward and assuming that the big challenge we are facing is not an isolated incident, but rather a "new reality" that presents opportunities to which practitioners and organizational scholars alike will need to pay attention. As a first step in that direction, the following debate highlights some implications of COVID-19 for employee adjustment and well-being.

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References

  • Ashburn-Nardo L.  Parenthood as a moral imperative? Moral outrage and the stigmatization of voluntarily childfree women and men Sex Roles, 76 (5–6) (2017), pp. 393-401
  • Barrick M.R.  , M.K. Mount, N. Li The theory of purposeful work behavior: The role of personality, higher-order goals, and job characteristics Academy of Management Review, 38 (1) (2013), pp. 132-153
  • Carnevale, J.B. and Hatak, I. (2020). Employee Adjustment and well-being in the Era of COVID-19: Implications for Human Resource Management. Journal of Business Research, 116(116), pp.183–187.
  • Collins C.J.  , K.D. Clark  Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage Academy of Management Journal, 46 (6) (2003), pp. 740-751
  • Desmond-Hellmann, S. (2020, April 3). Preparing for the Next Pandemic. Retrieved April 17, 2020, 
  • Fetters, A. (2020). We need to stop trying to replicate the life we had. The Atlantic, April 10, 2020
  • Halbesleben, J. R. B., & Buckley, M. R. (2004). Burnout in organizational life. Journal of Management, 30(6), 859-879. 
  •  Huang, Y. F., Huang, S. C., Wu, T. H., & Chen, C. H. (2016). The effects of job stress on job performance among hotel staff. International Journal of Contemporary Hospitality Management, 28(10), 2151-2168. 
  • Kehoe R.R.  , C.J. Collins Human resource management and unit performance in knowledge-intensive work Journal of Applied Psychology, 102 (8) (2017), p. 1222


Comments

  1. Ashani De Alwis11 April 2024 at 03:59

    You have touched nicely the unprecedented challenges organizations face in managing human resources amidst the COVID-19 pandemic. It rightly emphasizes the need for vigilance and flexibility in response to unexpected crises, which can significantly impact employee well-being and organizational performance.Blog provides valuable insights into the evolving HRM landscape in the face of COVID-19, underscoring the importance of strategic adaptation and employee well-being in ensuring organizational resilience and success in challenging times.

    ReplyDelete
  2. Ruki(Rukshan Dinesh-E232179)11 April 2024 at 09:55

    Thank you so much Ashani for your valuable time and insightful comments. I'm glad you liked it and
    Much appreciated!

    ReplyDelete
  3. Nadeeka Samarathunga11 April 2024 at 20:48

    I appreciate you sharing this thoughtful post! Organizations do in fact face the difficulty of navigating through historically unprecedented crises while safeguarding the well-being of their employees in today's fast-paced and unpredictable world. Hoping additional conversations about this important subject!

    ReplyDelete
  4. Sajana Rupasiri E22345012 April 2024 at 00:31

    It is critical to address the stress and wellbeing of employees. According to the organization can promote work-life balance, open communication, and wellness initiatives. In today's changing workplace, it is imperative to prioritize mental health assistance, provide flexible work schedules, and spreading a positive culture in order to build employee resilience and well-being. Further more in your content has valuable theories to understand.

    ReplyDelete
  5. Ruki(Rukshan Dinesh-E232179)12 April 2024 at 05:35

    Thanks Sajana for your valid response..

    ReplyDelete
  6. Thilani 12 April 2024 at 12:23

    THIS ARTICLE DOES A GOOD JOB OF EMPLOYEE MANAGEMENT.YOU HAVE CLEAR EXPLAIN THE IMPORTANT OF PSYCHOLOGICAL CONTRACT IN EMPLOYEE MANAGEMENT.EXCELLENT WORK

    ReplyDelete
  7. Maho - Mahoushadha Perera (E224835)12 April 2024 at 18:05

    Dear Ruki,
    The COVID-19 pandemic has presented unprecedented challenges for organizations, necessitating rapid adaptation and innovative approaches to HR management. As firms navigate remote work arrangements and virtual recruitment processes, understanding the impact on employee perceptions and organizational culture becomes paramount. However, the long-term implications of COVID-19 remain uncertain, prompting a need for proactive planning and resilience-building strategies. How can organizations effectively balance short-term response efforts with long-term resilience-building initiatives in the face of ongoing uncertainty?

    ReplyDelete
    Replies
    1. Ruki(Rukshan Dinesh-E232179)14 April 2024 at 19:21

      Dear Maho. Agree with you. And managers must swiftly address unknowns and assist employees in adjusting to workplace and societal changes, such as remote work and shelter in place orders, as employees struggle to find alternative workspaces due to closures of non-essential firms.

      Delete
  8. DILSHA SHAVITHRI13 April 2024 at 07:43

    By implementing the strategies you have talked in above, organizations can foster a culture of well-being and resilience that supports employees in navigating the complexities of the "New Era" workplace, ultimately leading to increased engagement, productivity, and satisfaction. well written. Keep it up.

    ReplyDelete

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