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The Impact of COVID-19 on Employees` Wellbeing and the Role of Human

Resource Management

Aron Hagos

03/07/21
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Abstract

Workplaces have a major influence on people’s quality of life and the ability to impact employee

wellbeing. The COVID-19 has created a challenging environment for human resource

management (HRM) by causing employees who formerly spent all or most of their time working

inside their organization’s physical boundaries now have to adjust to remote work environments.

Moreover, the COVID-19 pandemic is having profound socio-psychological, physical, and

technical implications for employees as they attempt to adjust to their drastically altered work

environments. The altered working conditions resulted from the COVID-19 pandemic are

adversely affecting employees’ wellbeing. The effect of remote working on work-family

interconnections, and particularly for employees with children, is becoming evident. It is also

affecting single, childless, and older employees alike. The dominant models within HRM theory

and research continue to focus largely on ways to improve performance, with employee concerns

very much a secondary consideration. However, there is a strong ethical and biblical case for

focusing on employee’s wellbeing. Therefore, in this unprecedented time, HRM should focus on

the wellbeing of employees and devise an alternative route that enhances employee wellbeing

and at the same time improve performance. A Servant Leadership Human Resource Management

(SLHRM) is HRM approach that is associated with higher levels of job satisfaction,

commitment, and lower rates of absenteeism, turnover, grievances, and a higher level of

performance and employee wellbeing. The power to change organizational culture begins with

committed SLHRM leaders who love their employees and take pleasure in their wellbeing. Thus,

the unprecedented time demands a shift from the current HRM approach to SLHRM approach.

Keywords: employee wellbeing, COVID-19, remote working, SLHRM.

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The Impact of COVID-19 on Employees` Wellbeing and the Role of Human Resource

Management

The topic of employee wellbeing is a significant issue for employees. The study of

employee wellbeing is a multi-disciplinary area of research interest, spanning several disciplines,

including economics, industrial and organizational psychology, anthropology, and sociology

(Kowalski & Loretto, 2017). Hence, conceptualizing exactly what well-being refers to is

complex. However, according to Voorde et al. (2012), employee well‐being at the workplace is

the overall quality of an employee's experience that can be measured in terms of happiness,

physical and mental health, and social wellbeing. According to (Kowalski & Loretto, 2017), the

indicators for employee wellbeing are employee engagement and job satisfaction, or in contrast,

wellbeing can also be measured in terms of burnout. The amount of independence to use skills

and abilities, working relationship with coworkers and supervisor, amount of pay, opportunities

for promotion, type of work, amount of job-related stress, and etc. play an important role in

employees’ sense of well-being (Sullivan, 2012). The positive ratio of an employee’s

experiences in a workplace should be more than the negative.

Human Resource Management (HRM) is the discipline that focuses on the relationship

between the individual and the organization (Leon, 2020). The tasks of HRM professionals

include managing the process of attracting, selecting, and onboarding new staff, managing

employee performance and disciplining them, administering payroll functions and employee

benefits, developing and revising employee classifications, negotiating salaries, and etc. (Sifuna-

Evelia, 2017). However, in human resource management, there are conflicting views on the role

of employers in employee well‐being.

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The Role of HRM on the Employee Wellbeing

There is a lack of consensus on the role of the employer on employee well‐being. There

are two competing views concerning the position of employee wellbeing in the HRM. According

to the first view, mutual gains, both employers and employees benefit from HRM, and according

to the second view, conflicting outcomes perspective, HRM has either no or negative impact on

employee wellbeing (Voorde et al., 2012). The importance of wellbeing in the workplace is

important to individual employees in terms of maintaining their good health, to managers, and

organizations (Kowalski & Loretto, 2017). Thus, there are calls to focus more on

employee‐centered outcomes and as opposed to focusing on the effects of human resource

management on organizational performance (Voorde et al., 2012). However, because employees

are the most valuable for an employer, complex problems like the pandemic demand employers

to more focus on employee wellbeing (Bingham, 2020). Evidence suggests that productivity,

employee turnover, job satisfaction, stress, and work-life balance are linked with employee well-

being (Tuzovic & Kabadayi, 2020). Hence, HSM should invest in employee wellbeing.

However, the support from the employer should not be one-size-fits-all (Malinen et al., 2020).

Employers` support should be tailored to individual situations of employees with children,

single, childless, and aged employees.

COVID-19

Before it spread around the world, the coronavirus was first reported in the Chinese city

of Wuhan (Abbas & Zhiqiang, 2020). On 31 Dec 2019, Wuhan Municipal Health Commission,

China, reported a cluster of cases of pneumonia in Wuhan, Hubei Province; a novel coronavirus

was eventually identified (WHO, 2020). On 12 January 2020, China publicly shared the genetic

sequence of COVID-19. On 11 March 2020, deeply concerned both by the alarming levels of
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spread, and severity and by the alarming levels of inaction, the World Health Organization

(WHO) made assessed that COVID-19 can be characterized as a pandemic. However, before

March 11, 2020, on January 31, 2020, the U.S. Secretary of Health and Human Services declared

a public health emergency in response to COVID-19 (U.S. Department of Health & Human

Services, 2020). Following the WHO declaration, on March 13, 2020, President Trump declared

a national state of emergency. In the United States, as of late-February 2021, based on

aggregate counts of COVID-19 cases reported by state and local governments to the Centers for

Disease Control and Prevention (CDC), there are 28,285,544 cases and 508,949 deaths (CDC,

2021a). As the virus quickly spread across the country, business, schools, and social gatherings

are largely shut down, and non-essential works are made to conduct their business by

teleworking. Teleworking, in turn, is negatively impacting the work-life balance and wellbeing

of employees.

The Impact of COVID-19 on Employee Wellbeing

The COVID-19 pandemic has a major effect on peoples` lives. Many people are facing

challenges that can be stressful, overwhelming, and cause strong emotions. The pandemic has

resulted in sudden and unexpected changes to work practices which in turn, is creating

uncertainties for employees and affecting their well-being (Kinsman et al., 2020). Thus, it is not

a surprise to employers that the current COVID-19 pandemic is affecting the mental health and

physical well-being of employees and many employees are experiencing significant

stress. Therefore, during this unprecedented time, the topic of employee wellbeing is critical.

Hence, the pandemic makes it necessary for HRM professionals who are tasked with ensuring

the safety and wellbeing of employees to identify and address the challenges of employees

(Leon, 2020).
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When it comes to policies and regulations, to minimize exposure to COVID-19 and keep

the economy going, governments are encouraging social distancing, keeping a safe space

between oneself and other people who are not from one`s household, and remote working

(Tuzovic & Kabadayi, 2020). In other words, governments are trying to achieve two conflicting

but equally important objectives. However, even though social distancing and remote working

are necessary to reduce the spread of COVID-19, they can make employees feel isolated and

lonely and can increase stress and anxiety (CDC, 2021b). In other words, remote working is

productive, but it has come with a different set of risks to employee wellbeing (Oehler, 2020).

Isolated from co-workers and friends, many are teleworking full-time for the first time

which is causing their daily living routines to be disrupted causing added anxiety, stress, and

strain. (Center for Workplace Mental Health, 2021). Hence, the transition to remote working and

the acceleration of digitalization is having a significant impact on the work-life balance of

employees’ wellbeing. According to Tuzovic and Kabadayi (2020), due to remote working and

social distancing practices resulting from the pandemic, employees are manifesting

counterproductive behavioral tendencies which have adverse effects on their social interactions

and social well-being, i.e. the quality of relationships between employees or between employees

and their supervisor (Voorde et al., 2012). These counterproductive behavioral tendencies

manifest during times of high stress. Hence, the implications of the changes resulting from the

pandemic on the well-being of employees and organizations are apparent.

Remote Working and Work-Life Balance

Remote working, an alternative work arrangement, refers to working at home, working at

local satellite offices, mobile working, and teleworking, which involves the use of information

and communication technologies (Sullivan, 2012). Work-life balance, an important indicator of

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the quality of life, is defined as the ability to accomplish the goals or meet the demands of one’s

work and personal life and achieve satisfaction in all life domains. Before COVID-19, remote

working was seen as a way for organizations to offer flexibility to employees to balance their

work‐life and improve productivity (Grant et al., 2013). Remote or teleworking arrangements

give individuals liberty over when and where they work, thus teleworking has been seen as a

way of contributing to the achievement of work-life balance (Anderson & Kelliher, 2020).

Hence, remote working is helpful to employees to successfully manage responsibilities and

accomplish goals in multiple life domains (Sullivan, 2012). In terms of saving time, remote

working is attractive for those who have long commutes to the workplace. Some factors that

drive organizations and public policymakers to adopt remote working include technological

advances, time savings, and changes relating to work-life balance, and reducing overheads.

During this period of lockdown, employees were given no choice about where to work.

The fact that employees are obliged to work remotely throughout the week, teleworking is

associated with significantly less employee happiness (Schuster, 2020). As a result, many

employees will be happy to return to their offices while others may prefer to continue working

remotely (Gigauri, 2020). Surveys show that teleworking is most associated with greater

engagement and happiness when employees work remotely few days a week and have an

opportunity for face‐to‐face interactions with managers and coworkers during other day

(Schuster, 2020). In other words, while there are benefits to remote working the particular

COVID‐19 context is likely to emphasize and exacerbate the costs of remote working.

Employees are thus likely facing a series of unmet needs when it comes to their remote

workplace and resources to work effectively, especially in terms of work-life balance.

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Failure to achieve work-life balance has harmful effects on employees at home and at

work, as well as on families and the organizations that employ these individuals (Sullivan, 2012).

A study confirmed that working from home is more likely to lead to work-family conflict

(Anderson & Kelliher, 2020). Thus, according to Sullivan (2012), employees with higher levels

of work-to-family conflict, on the one hand, have lower levels of job satisfaction, organizational

commitment, job performance, alertness, concentration, marital satisfaction, and poor physical

health; and on the other hand, have higher levels of absenteeism, turnover, stress, and burnout.

Studies of the impact of remote working on work-life balance have produced mixed

results, suggesting that remote working can have positive and negative outcomes (Sullivan,

2012). Even though remote working practices are seen by governments, policymakers, and those

within organizations as a potential route to work-life balance, there is a stronger link between

working from home and work-family conflict (Anderson & Kelliher, 2020). Telecommuting can

improve employee productivity and decrease absenteeism, aiding employee retention, but it may

not improve work‐family conflicts (Sullivan, 2012). Thus, remote working or teleworking

resulted from the pandemic is indiscriminately affecting the wellbeing of employees with

children, single, childless, and aged employees.

Remote Working for Employees with Children

Studies have found that remote workplaces reduce boundaries between work and

personal life causing personal stress to spread to work, and ultimately resulting in burnout

(Gigauri, 2020). Another study finding also reveals that most professionals prefer working

remotely since it enables them to reunite with their families and consequently strengthen their

relationship ties with both their children, spouses, and other family members (Khudhair et al.,

2020). In a normal situation, teleworking allows employees to better manage their work and
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family life obligation (Nigro & Kellough, 2014). However, in the pandemic era, where

employees are compelled to home confinement and full-time telework, it may not be desirable

from employees’ wellbeing perspective. Remote working has its own challenges and risks to the

wellbeing of employees with children. Thus, Gigauri (2020) argues that working from home

involves major distractions such as childcare, household chores that compel employees to

perform the assigned tasks at night. With teleworking tasks and demands often change. Thus,

due to fear of job losses, an inevitable blurring of work-life balance, isolation; workplace

suitability, and the lack of adequate and reliable technology to secure their position and make

themselves indispensable, many employees are under pressure to work longer hours, which

ultimately increases the risk of burnout (Oehler, 2020). Work-family interconnections seem

particularly demanding for employees with children (Carnevale & Hatak, 2020). Poor work-life

balance resulting from long working hours is a major contributor to workplace stress, which in

turn brings large social and economic costs (Sullivan, 2012). As a result, poor work-life balance

can be a threat to employee wellbeing.

Aside from the increased inability to separate work and private life, the closure of schools

and child-care services resulted from the pandemic has increased parental demands for

employees, further blurring the lines between work and family spheres (Gigauri, 2020).

Childcare has been a major cause for concern for families during the lockdown and possibly

poses the biggest challenge (Anderson & Kelliher, 2020). According to Oehler (2020),

employees in the age group of 35 – 44, those who are managing childcare at home are

experiencing the highest levels of stress and the most risk of burnout. Women are more likely

than men to experience greater tensions and blurring of boundaries between the work and family

domains (Anderson & Kelliher, 2020). Thus, employers should accommodate parents balancing
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work and childcare, and human resource practitioners should implement quick solutions like

flexible hours and remote system access to support employees with children in ways they had

never considered before (Bingham, 2020).

Remote Working for Older Employees

The large population of the aging workforce is suffering from the virus as well as from

the subsequent anxiety, isolation, stress, high uncertainty, and reduction of resources, and decline

in performance (Abbas & Zhiqiang, 2020). Old age employees have a high risk of COVID-19

infection which hurts their work engagement. Moreover, the pandemic has forced organizations

to accelerate the transition to digital operations and as a result, many old-age employees around

the world are struggling to have the necessary skills to use technologies to perform their jobs

remotely (Gigauri, 2020). Finding suitable space for working, access to equipment, and

reliability of internet connectivity are also other challenges of old-age employees (Anderson &

Kelliher, 2020).

The sudden and unexpected requirement to undertake technologically dependent work is

a challenge to older employees (Oakman et al., 2020). According to Molino et al. (2020),

Anxiety, physical diseases, behavioral strain, technophobia, mental fatigue, memory

disturbances, poor concentration, irritability, feelings of exhaustion, and insomnia are symptoms

related to technostress. Hence, a large population of the aging workforce is suffering from the

virus and at the same time struggling to cope with the fast-paced digital ecosystem technology

(Abbas & Zhiqiang, 2020). Old-age employees struggle to ensure that they have the skills

necessary to navigate an increasingly digitized workplace is affecting their wellbeing and

declining their performance level. Remote working has deprived older employees of getting peer

and management support. In other words, older employees feel isolated and disconnected from
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managers and colleagues (Oakman et al., 2020). According to (Abbas & Zhiqiang, 2020), some

old-age employee are feelings not fit for remote working jobs and their perceived employability

causing strain and deterioration of their mental health and positive work attitude. To old-ages

employees who already have a small social circle, social distancing resulted from COVID-19

may lead to psychological complications (Abbas & Zhiqiang, 2020). Even though social

distancing aims to slow the transmission of the virus and help with public health, at the same

time it has devastating implications on employees who already have a small social circle

(Tuzovic & Kabadayi, 2020). Hence, the pandemic is affecting the work engagement as well as

physical and mental wellbeing and the psychological resilience old-age employees display.

Remote Working for Single and Childless Employees

Single and childless workers also are not immune to the negative consequences of such

altered working conditions. They are at the greatest risk of loneliness, and they may lack purpose

and suffer from its associated negative effects (Carnevale & Hatak, 2020). Social isolation harms

employees` wellbeing (Gigauri, 2020). Even those who might be well adjusted to remote

working conditions are now faced with their own unique challenges because most alternative

places such as Internet cafes or libraries are also closed; hence people are unable to socialize

(Khudhair et al, 2020). Besides, many employees, regardless of their marital status, are

discovering that working with colleagues and clients via screens adds a greater strain and is

much more tiring than face-to-face interactions (Oehler, 2020). Moreover, employees in general,

including singles, may need to learn new tasks with less direct supervision which can create

issues regarding expectations (Schuster et al., 2020).

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Federal Government`s Response to the Pandemic

On March 18, 2020, the U.S. Senate passed and the President signed the Families First

Coronavirus Response Act (FFCRA, 2020) which provided two emergency leave provisions

impacting private and public sector employers. The FFCRA created the Emergency Family and

Medical Leave Expansion Act that establishes emergency job protections under the Family

Medical Leave Act of 1993 when an employee is unable to work or telework due to a need to

care for a minor son or daughter if the school or place of care has been closed due to a public

health emergency. The second leave provision is the Emergency Paid Sick Leave Act 2020 that

requires employers to provide up to 80 hours of paid sick leave to full-time employees (pro-rated

for part-time employees) if unable to work (or telework) because of quarantine or experiencing

COVID-19 symptoms and seeking a medical diagnosis. Leave can also be granted to employees

if they need to care for an individual subject to quarantine or to care for a child whose school or

care provider is closed due to COVID-19. On March 24, 2020, the Department of Labor (DOL),

the department charged with implementing the FFCRA, began issuing guidance for

implementation by posting Frequently Asked Questions (FAQs) (U.S. Department of Labor,

2020). The federal government followed with the Coronavirus Aid, Relief, and Economic

Security Act (2020) on March 27, 2020, which included clarifications regarding the FFCRA as

well as enhanced unemployment insurance benefits.

Similarly, on March 19, 2020, the U.S. Equal Employment Opportunity Commission

(EEOC) reissued the Pandemic Preparedness in the Workplace and the Americans with

Disabilities Act (1990) to incorporate updates regarding the COVID-19 pandemic (U.S. EEOC,

2020a). The EEOC also issued Technical Assistance Questions and Answers as of March 17,

2020, regarding the types of medical questions that can be asked of employees regarding
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COVID19 symptoms, taking the body temperature of employees, and reasonable

accommodations that can be triggered due to COVID-19 and return to work questions about

screening employees. (U.S. EEOC, 2020). The Families First Coronavirus Response Act that

passed by Congress protects employees in this unprecedented time. However, this is not

sufficient to address the challenges employees are going through. It is, in fact, important to put

humanity into human resources. Human resource practitioners must adopt a radical employee-

focused approach to easing the employee experience (Oehler, 2020).

Putting Humanity Back into Human Resources

Workplace is not only a means to an economic end; it is a legitimate source of well-being

and an extension of individual self-identity (Sullivan, 2012). Roberts (2015) asserts that

employees are not just resources or cost, they are human flesh and blood foundation of the

enterprise. Thus, in this hyper-competitive era, he underscores that the utilization of employees

by employers as instrumental costs of production must be minimized. There should not be a

trade‐off between employee well‐being and organizational performance.

Leadership plays an important role in promoting employee’s wellbeing. Employees join

organizations with expectations that policies and leaders will be supportive and fair and that

organizations will operate in ethical and socially responsible ways to support their financial,

emotional, and physical wellbeing, especially in challenging and unprecedented times (Sullivan,

2012). Bingham (2020) asserts that building a high-trust culture is positively associated with

employee wellbeing. She states that cultivating positive beliefs about employees and

assumptions drive behavior, thus she argues that employers should trust their employees and

assume they work hard, care about the company’s success, and have integrity. Oehler (2020)

stresses that leadership development models must focus on care, human connection, and
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resilience, otherwise she argues that the burnout could become another epidemic affecting both

employers and society.

Governments and HRM need to conduct survey and promptly respond to survey data to

assess where employees are struggling and adopt best practices in responding to COVID‐19

Schuster, 2020). HRM should connect employees to employee assistance program (EAP)

resources. Employees may need additional social, behavioral, and other services that help

them manage stress and cope (CDC, 2021b). Moreover, HRM should give employees a voice at

an uncertain times, when they are facing both the impact of the disease itself and the necessary

measures of social distancing (Schuster, 2020). Social isolation has a negative impact on

employees. Thus, HR practitioners need to maintain social interaction among employees who are

working remotely by creating platforms for virtual small-group meetings (Gigauri, 2020). HRM

must build systems to monitor and support the strength of employees. Moreover, HRM should

give employees a voice at an uncertain time, when they are facing both the impact of the disease

itself and the necessary measures of social distancing (Schuster, 2020). According to a survey

conducted, employees think that job security, regular and clear communications, having

flexibility and control over how employees do their job, recognition for one’s efforts, and

providing support for continued work are beneficial for their wellbeing (Malinen et al., 2020).

On the other hand, the survey showed job control to have a negative effect. In a proactive and

long-term approach, it is important to conduct research and identify how HRM and employees

can be better prepared for future pandemics to ensure that their negative impact on employee

well-being will be minimal.

Biblical Perspective of Employees Wellbeing and the Role of Human Resource

Management
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There is a strong biblical case for focusing on employee’s well‐being. The Bible

explicitly teaches regarding employee wellbeing. It teaches that one should do to others as he

wishes others to do for him (New International Bible, 1978/2011, Luke 6:31). This golden rule

has a universal acceptance, at least in theory. Thus, in this critical moment, employers should put

themselves in the position of their employees and treat them as they wish to be treated by others.

Roberts, (2015) argues that promoting employee rights is a foundational Christian servant

leadership principle. God takes pleasure in the wellbeing of his servants. The Bible says, “May

those who delight in my vindication shout for joy and gladness; may they always say, “The

Lord exalted who delights in the well-being of his servants” (New International Bible,

1978/2011, Psalm 35:27). In the same manner, employers should take pleasure in the wellbeing

and prosperity of their employees. Productivity, employee turnover, job satisfaction, stress, and

work-life balance are linked with employee well-being (Tuzovic & Kabadayi, 2020). Thus,

HRM should focus and invest in the wellbeing of employees.

In this unprecedented time, the current HRM approach should shift towards Servant

Leadership Human Resource Management (SLHRM), which is associated with higher levels of

job satisfaction, commitment, lower rates of absenteeism, turnover, grievances, and higher levels

of performance and employee wellbeing. SLHRM emphasizes the necessary balance among

morality, mission achievement, and promoting the best interests and wellbeing of employees

(Roberts, 2015). Employers should know that they are the servant and have a Master to whom

they are accountable. Thus, they should treat their employees with fairness. Speaking about

SLHRM and accountability, using a parable, Jesus explicitly taught his disciples:

Peter asked, "LORD, are you telling this parable to us, or to everyone?" The LORD

answered, "Who then is the faithful and wise manager, whom the master puts in charge of
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his servants to give them their food allowance at the proper time? It will be good for that

servant whom the master finds doing so when he returns. Truly I tell you, he will put him

in charge of all his possessions. But suppose the servant says to himself, 'My master is

taking a long time in coming,' and he then begins to beat the other servants, both men and

women, and to eat and drink and get drunk. The master of that servant will come on a day

when he does not expect him and at an hour he is not aware of. He will cut him to pieces

and assign him a place with the unbelievers. "The servant who knows the master's will

and does not get ready or does not do what the master wants will be beaten with many

blows. But the one who does not know and does things deserving punishment will be

beaten with few blows. From everyone who has been given much, much will be

demanded; and from the one who has been entrusted with much, much more will be

asked.” (New International Bible, 1978/2011, Luke 12:41-48).

Thus, employers, at the time of accountability, for their master to say to them, “Well done, good

and faithful servant. You have been faithful over a little; I will set you over much. Enter into the

joy of your master” (Matthew 25:23), they should work with integrity and fairness and consider

the wellbeing of their employees.

Conclusion

The Pandemic not only has changed the world of work, but it is having profound socio-

psychological, physical, and technical implications for employees as they attempt to adjust to

their drastically altered work environments. The altered working conditions resulted from the

COVID-19 pandemic are adversely affecting employees’ wellbeing. Thus, in this unprecedented

time, employers have the responsibility to more focus on their employees` wellbeing. There is a

strong ethical and biblical case for focusing on employee wellbeing. Moreover, employee
 17

wellbeing gives a comparative advantage to employers and poor employee wellbeing on the

other hand has an adverse effect on productivity. Hence, HRM should adopt the mutual gains

approach whereby both employers and employees benefit from HRM. In other words, in this

unprecedented time, the HRM theory of a public agency should give equal focus to the

improvement of performance and wellbeing of their employee. Moreover, the current HRM

approach should shift towards SLHRM. SLHRM approach is associated with higher levels of job

satisfaction, commitment, and lower rates of absenteeism, turnover, grievances, and a higher

level of performance and employee wellbeing. The power to change organizational culture

begins with committed SLHRM leaders who love their employees and take pleasure in their

wellbeing. Thus, the unprecedented time demands a shift from the current HRM approach to

SLHRM approach.
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