Literature review
Koirala, J., & Acharya, S. (2020) Their findings suggest that work from home is the new aspect
that developed with the eruption of COVID-19. It is the elastic task-based work culture
procedure backed by an information communication system. However, this approach is not
appropriate for the manufacturing industries other than sales management, marketing, customer
contact, etc. It is more appropriate for service industries. Yet, data protection, confidentiality,
line management, payroll biases, and enlarged job management are the challenges for it
Shan, C., & Tang, D. Y. (2020). Their result determines The function of employee satisfaction in
enduring the public health shock is more decided for firms that have more intangible assets or are
in the knowledge-based industries. Overall their findings suggest that employee morale is
beneficial for shareholders during devastating times.
Bell, B (2020) their proposed measure should be considered as an expansive fiscal policy that
targets the hiring channel. It would soften the collapse in hiring, improve economic expectations,
and speed up labor-market recovery. With instant rescue packages for existing jobs and firms
already in place, a backing program for new hires would be an important next step to avert a
slump of the labor market.
Coibion, O et all (2020) They estimate 20 million lost jobs by April 6th, far more than jobs lost
over the whole Great Recession. many of those losing jobs are not vigorously looking to find
new ones. As a result, we estimate the rise in the unemployment rate over the corresponding
period to be surprisingly small, only about 2 percentage points
Gangopadhyaya, A., & Garrett, A. B. (2020) their findings implies that unemployment rates
may reach unprecedented heights during the COVID-19 crisis, steep increases in Medicaid
coverage will strain state budgets, restricting already limited resources in the very communities
hardest hit by the pandemic.
Kawohl, W., & Nordt, C. (2020) They suggests that The expected number of job losses due to
COVID-19 were taken from the International Labor Organization's press release from March 18,
2020,reporting a decline of 24·7 million jobs as a high scenario and 5·3 million jobs lost as a low
scenario. In the high scenario, the worldwide unemployment rate would increase from 4·936% to
5·644%, which would be associated with an increase in suicides of about 9570 per year. In the
low scenario, the unemployment would increase to 5·088%, associated with an increase of about
2135 suicides.
Staiger, T et al (2020) the findings of this paper indicate most interviewees reported the role
of family-related career orientation as a cause of depression, results differ in terms of
coping. While participants partly distanced themselves from external expectations, some
tried to keep up their employability. Others perceived their depression as a chance as well
as an opportunity to change harmful attitudes.
Kluger, D. et all (2020)they determine Simple changes in staff scheduling, such as lengthening
nursing shifts or avoiding rotations that are either staggered or last fewer than three days, can
result in improved workforce preservation. These workforce scheduling changes are easy to
implement.
Sasaki, N (2020) Among 1,421 respondents, 80% had global fear or worry; more than two-thirds
feared infection; and more than 30% worried about job instability as a result of the COVID-19
pandemic. One of 50 respondents (2.3%) had experienced workplace harassment related to
COVID-19. Most of the fear, worry and workplace harassment were weakly but significantly
associated with psychological distress and physical symptoms. Respondents with chronic
physical conditions reported more global fear and worry.
Makridis, C., & Hartley, J. (2020) they estimate that the real GDP growth rate will decline 5 percent for
each month of partial economic shutdown. Therefore, the economic cost of the first two months spent
fighting the pandemic will be $2.14 trillion (10 percent), which is surprisingly close to the static fiscal
cost of the CARES Act.
Oliver, N etal (2020) their
survey was reacting to by 146,728 contributors, over a period of 44
hours. Such a large response-able them to achieve new understanding, as well as an unrivaled
sight at the respondents' personal experiences and anxiety over the current COVID-19 pandemic.
From the study, they draw 11 inferences for the designing of public policies related to the
management of the COVID-19 pandemic.
Dehnavieh, R., & Kalavani, K. (2020) their findings suggest a scientific framework for managing health
centers that can be helpful for healthcare. They also determine some important management-supportive
practices at healthcare centers during outbreaks those are Engage Leadership, Choose Wise
Motivations, Note to Work-life Balance, Encourage Peer Support, Provide Resources to Protect
Employees and Their Mental Health, Build a Good Community, Increase Employee Control Over Their
Work, Review Your Achievements Regularly, Cancel Unnecessary Meetings.
Hamouche, S. (2020) the specified literature informed the negative consequence of COVID-19 on
personal mental health. Trigger comprises the concept of preservation, threat and risk of
contagion, the concept of continuous integrating quarantine and incarceration, stigma, and social
exception, as well as the theory of financial loss and job insecurity. Furthermore, three girths of
connector component have been determining: organizational, institutional, and individual factors
Meri, M (2020) the result of this paper stands the subject of a new mode in HRM and KM in the
health sector as well as the principles of these trends, European, Canadian and American
application models, it tabling a feasible model aimed at enhancing the health procedure after
Covid-19, in close relation with the improvement of HRM.
Opatha, H. H. D. N. P (2020) the findings of this paper suggest that COVID 19 has a formidable
negative influence on employees, and 15 specific apprehend was ascertained. The consequent
stress was labeled as Stress by Corona (SBC). Employees who are at greater risk are health care,
security force and police personnel
Lai, A. Y. (2012) They Apply 5 features of network theory - interdependence, subscription,
resources, information, and learning to determine organizational collaborative capacities. And
this paper arguing in some ways that organizational cooperative power is a lot like its own
organization. The review of collaborative capabilities in the fight against contagion greatly
expedites their comprehension of multinational cooperation at the technical, political, and
institutional levels, and the capability to retaliate and draw up for contagion greatly boosts
vocabulary.
Shan, C., & Tang, D. Y. (2020) the findings of this paper are that firms that have superior
employee satisfaction are more flexible to negative market-wide shocks during the COVID-19
epidemic. Even though many public companies in China face a great loss in stock value on
February 3, 2020. And after the lockdown of Wuhan and other cities, firms with more satisfied
employees experienced smaller stock price drops on the first trading day. After all, their
findings suggest employee morale is beneficial for shareholders during disastrous times.
Ubaidillah, R., & Riyanto, S (2020) This paper determines that the influence of work culture and extrinsic
work motivation affect the Construction Company’s strategy in dealing with the COVID-19 outbreak. It
disclosed that the Shortage of strategic readiness in dealing with a pandemic that occurs because of a
work culture That is too comfortable with the usual circumstances and extrinsic work motivation that
tends To affect employee performance decreases in carrying out the company's strategy.
Reference
Koirala, J., & Acharya, S. (2020). Dimensions of Human Resource Management Evolved with
the Outbreak of COVID-19. Available at SSRN 3584092.
Shan, C., & Tang, D. Y. (2020). The Value of Employee Satisfaction in Disastrous Times:
Evidence from COVID-19. Available at SSRN 3560919.
Bell, B., Bloom, N., Blundell, J., Pistaferri, L., Vandenbroucke, F., Andor, L., ... & Luigjes, C.
Rescuing the labour market in times of COVID-19: Don’t forget new hires!.
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Shan, C., & Tang, D. Y. (2020). The value of employee satisfaction in disastrous times: Evidence from
Covid-19. Available at SSRN 3560919.
Ubaidillah, R., & Riyanto, S. The Influence of Work Culture and Extrinsic Work Motivation on Construction
Company Strategies in Facing the COVID-19 Pandemic.
