COMPREHENSIVE ESSAY ON CONTEXTUALIZATION THE

DYNAMIC ORGANIZATIONS ON COVID-19

THE EFFECT OF PANDEMIC COVID-19 IN THE OUTSOURCING INDUSTRY

SECTOR AND THE ROLE OF HUMAN RESOURCING IN DYNAMIC

ORGANIZATIONS

Hanandityo Aryatama

120510180014

At present, Indonesia and other countries in the world are experiencing

severe pressure from the spread of the COVID-19 pandemic, as a result many

organizations and companies have experienced significant changes in the working

process that must adjust to government regulations and humanitarian factors.

Companies that previously carried out work processes face-to-face quickly had to

change and adapt to the concept of work from home that caused most or all

employees to work not in the office but just enough at home.

The consequences of the COVID-19 pandemic are not evenly distributed

throughout the economy. Some sectors may even benefit financially, while others

will suffer disproportionately. Who would have thought that this pandemic would

have far-reaching effects especially on the world economic sector. Researchers and

scientists are competing to find a vaccine to cure and stop this COVID-19

pandemic. However, it takes a long time for companies and organizations to wait

and adapt how to keep the company going and keep employees working despite

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policies such as work from home, social distancing / physical distancing, and others.

At outsourcing companies, the need to work face-to-face is very important in the

process of follow-up and monitoring work directly.

Economic growth is expected to decline in the last 12 years. Once the

magnitude of the influence of the COVID-19 pandemic made the Indonesian

economy even hit by the storm. Companies and organizations are forced to be able

to adapt dynamically and flexibly in this pandemic so that employees and business

processes can continue to run. Various options can be used during this pandemic,

one of which is the work from home policy.

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 This work from home policy is certainly a big challenge and is a real

opportunity for companies to show the extent to which organizations can move

flexibly and dynamically. In dynamic organizations, organizations use strategic

human resource management in maintaining and gradually increasing company

capacity. That is because the rate of change in the market exceeds the company's

capacity. In addition, dynamic organizations believe that a carefully crafted human

resource strategy is a source of sustainable competitive advantage in the market.

Therefore, it is very important to observe the company's ability to manage the work

system that is good for employees and still produce outcomes for companies that

prioritize the quality of the work of employees in the condition of the COVID-19

pandemic.

Tabel 2 www.timoutounews.com

People who like the work from home option are people who have built a

social life; older workers, married workers, and parents. Younger workers whose

social life is more connected to the office tend not to want to work from home.

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Companies certainly have to take strategic steps to launch work from home.

Moreover, the benefits are currently supported by electronic devices which are very

adequate in the application of work from home.

McDonald and Siegal (1993), Iacovini (1993), and McManus, et al. (1995)

suggested that employee attitudes toward delayed change can affect morale,

productivity, and desire to move (Eby, et al., 2000). In addition, employee

perceptions of company flexibility in dealing with change are also very important.

Employees' perceptions about the organization's ability to accommodate changing

situations by changing policies and procedures are closely related to perceived

readiness to change (Eby, et al., 2000). Employees' perceptions about the extent to

which their organizations have the flexibility to achieve change, and the extent to

which they can actively and sincerely participate in the process, are important

factors in achieving safe change (Smith, 2005).

In this case the participation of employees in finding solutions to the extent

to which the work from home option must also be increased, especially in the

dynamics organization, mindset and behavior of employees is needed to achieve

market agility. Motivation is very much needed so that workers keep working

optimally. In dynamic organizations, the goal-setting approach becomes useless as

organizations become more dynamic and "do their best" becomes more common.

Detailed and specific goals are reduced which can be an advantage in work from

home. Because companies are used to behaving dynamically, the work from home

option becomes more relevant and very feasible.

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 Virtual teams are a group of task performance that appears in dynamic

organization time. Virtual teams contain individuals who can have different

locations, time zones, and sometimes different organizations. The aim is to bring

together people who can't collaborate. This is a solution for companies that need

collaboration with various parties at the same time and in different locations as in

the concept of work from home. Some virtual teams can operate electronically

based on choices, while others may be very dependent on technology because they

are needed because of physical distancing / physical distance between workers.

Some deficiencies in virtual teams are one of which is not synchronous

communication. Asynchronous communication refers to communication when

there is a time delay between sending, receiving, and responding to messages

(McGrath & Hollingshead, 1994). Virtual team members, who rely heavily on e-

mail and other forms of asynchronous communication, are more dependent on the

recipient to determine the response time needed for work-related messages. In a

descriptive study of virtual teams, team members reported great difficulties in

getting other team members to respond quickly in electronic communication

(Grenier & Metes, 1995; Haywood, 1998; Mantowani, 1994).

The solution to this problem can now be done by video calls on the

implementation of virtual teams. Communication that is very important will be

done with a video call directly and will be responded quickly too. Research has

shown that virtual teams that communicate via e-mail or exchange documents have

fewer interactions, and when interactions occur, workers communicate significantly

less content than teams that work in one place (Kiesler & Sproull, 1922). The

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process of gaining knowledge and skills in virtual teams occurs when members

spend time in their work interactions to teach and learn from one another. In

addition, learning new knowledge occurs for individuals much easier in conditions

where students can receive information multimodally and process it interactively.

Tabel 2 www.cigsoutsourcing.com

The table above shows the types of jobs that use outsourcing services. Some

workers may not even think how the work from home policy can be run smoothly.

Then what is the role of human resources in the concept of work from home in the

outsourcing industry in protecting and ensuring employees work well? In the

socialization of the Human Resources Management group, the first thing HR must

do is protect employees, take steps that can help employees stay healthy and safe.

Second is to help companies in the BCP (Business Continuity Plan), namely work

from home and the provision of facilities such as communication costs,

coordination, and others flexibly. Next is managing costs, evaluating debt and

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rescheduling payments accelerated or extended. Simplification of routing approval

or business process simplification is also done so that employee performance can

be adjusted in virtual teams. Performance reviews and e-learning are key to how

companies can maximize flexibility and turning points so that work from home

options can be implemented smoothly and with few obstacles.

Thus, we come to the conclusion about dynamic organiztion that makes

companies flexible in making policies so as to facilitate connectivity between

workers in facing the current impact of the COVID-19 pandemic. Companies or

organizations can use virtual teams as a main reference in continuing business

processes during this pandemic. Workers are more involved in making decisions or

opinions during this pandemic, so workers can feel safe and comfortable with the

company even though the possibility that occurs if the pandemic continues to

plague does not rule out layoffs. But dynamic organizations hold fast to the mindset

and behavior of employees so that companies are expected to be able to adapt

quickly and act intelligently so that the Indonesia economy can recover soon.

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REFERENCES

Bloom, N. (2014). To Raise Productivity, Let More Employees Work From Home .

Harvard Business Review.

David E. Bloom, D. C. (2018). Epidemics and Economics. Finance & Development.

James H. Dulebohn, J. E. (2017). Virtual teams in organization. Human Resource
Management Review, 569-574.

Randall S. Peterson, E. A. (2003). Leaing and Managing People in The Dynamic

Organization. New Jersey: Lawrence Erlbaum Associates,Inc.,Publishers.

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