MANAGERIAL RELEVANCE

The study reinforces the importance of knowing the impact on how Covid-19 Pandemic

affects the employees of Southwest Tours Kalibo. Managers shall be guided to plan and make

effective marketing strategy and campaigns and to identify what are the managerial implications

related to this. Studies seeks that the relevance of individual ideas and concepts is to perceived

manager specifically, not at the level of the organization but in general. Since managers' actions

and decisions have a direct impact on the performance of the organization, it becomes more

important to examine managers' ways of thinking and mental models as we strive to increase

understanding of why companies operate as they do about the impact of COVID-19 pandemic in

Southwest Tours Kalibo. In addition, the study highlights the assessment of impact of Covid-19

Pandemic to the employees which is needed by the managers to maintain and to prioritize their

growth despite of this Pandemic. Also, this research study may serve as a guide to help the

manager to make plans or strategies about employee involvement and how to properly handle

employees that is suffering from Covid-19 pandemic. With this, the manager can make ways on

how to encourage and improve the employees of Southwest Tours Kalibo to be more productive

and positive in life.

RESEARCH PARADIGM/CONCEPTUAL FRAMEWORK

Conceptual Framework
The system approach (Input – Process- Output) was used in describing the conceptual
framework of the study.

INPUT PROCESS OUTPUT

 Data about the  Collection of the
Background of the data through The
company survey andImpact of
 Knowledge Requirements: questionnaire
Covid 19 to
1. Respondents Profile  Data analysis
the
including:
 Interpretation of
Employee
A. Name
B. Age the data Involvement
C. Gender of Southwest
D. Position/Rank in Tours Kalibo
the company
2. Data about the sources
employee motivation
at work
3. Data or information
about employee
discouragement at
work
4. Data or information
about employee
knowledge and
productivity at work
5. Determining the
Impact of Covid 19 to
the Employee
Involvement
 Related Theories of the
Study
 Statement of the Problem

FEEDBACK
THEORITICAL FRAMEWORK

Employee involvement at its core is based on theories of human motivation that grew

out of the cognitive revolution in psychology in the 1950s. Maslow’s work on “high‐order

needs” and “self‐actualization” was particularly important because it indicated that individuals

could be motivated by intrinsic rewards, not just by tangible rewards and punishments. Also

influential was the work on expectancy theory and job satisfaction that showed relationships

between attitudes and behavior. The work on motivation influenced subsequent research on job

enrichment and job design (Oldham, Hackman & Pearce, 1976; Oldham & Hackman , 1980),

which took several forms, though all included a strong emphasis on information, decision‐

making power, incentives and feedback as factors that influenced job performance.

In a series of books, Lawler (1986, 1992, 1996) built on this work and detailed an

integrated set of principles for organizational design. He included practices that distribute

information and decision‐making power to employees, give them incentives for success, and give

them the skills and knowledge they need to be effective. Lawler saw the relationship between

management practices and employees having the knowledge, foundation, power and rewards

they must have to make employee involvement effective. He stressed that effectiveness requires

employees to have all four: power, information, knowledge, and reward.

Based on classic motivation theory, employee involvement suggests that employees

will exert effort and work efficiently when they feel they are in control of their work, are given

meaningful work, receive feedback on their performance, and are rewarded for the success of the

business. Lawler and others persuasively argued that employees will work harder and smarter in

organizations where they are incented to make decisions concerning the conduct of their jobs and

participate in the business as a whole (e.g., Cotton, 1993; Lawler, 1986).

 The motivation theory that underlies employee involvement suggests that these

practices are complementary and generally need to be implemented together to create an

effective work system. This separates employee involvement research from research that has

studied the individual management practices that are included in a high‐involvement approach.

Research at the work‐unit level tends to show the importance of implementing the elements of

employee involvement together.

While there are different theories of employee involvement, they all call for decision‐

making power, incentives for employees to take responsibility for their performance, skill

development, the provision of information to make decisions, and job security.

Definition of Terms

ATTITUDE - is a psychological construct, a mental and emotional entity that inheres in, or

characterizes a person.

BEHAVIOR - is the actions and mannerisms made by individuals, organisms, systems or

artificial entities in conjunction with themselves or their environment, which includes the other

systems or organisms around as well as the physical environment.

COMMITMENT - the act of binding yourself.

CONCEPTUAL FRAMEWORK - is an analytical tool that is used to get a comprehensive

understanding of a phenomenon. It can be used in different fields of work and is most commonly

used to visually explain the key concepts or variables and the relationships between them that

need to be studied.

COVID 19 - is a disease caused by a new strain of coronavirus. 'CO' stands for corona, 'VI' for

virus, and 'D' for disease. Formerly, this disease was referred to as '2019 novel coronavirus' or

'2019-nCoV.

DECISION-MAKING - is the process of making choices by identifying a decision, gathering

information, and assessing alternative resolutions. Using a step-by-step decision-making

process can help you make more deliberate, thoughtful decisions by organizing relevant

information and defining alternatives.

DISCOURAGEMENT - a loss of confidence or enthusiasm.

EMPLOYEE INVOLVEMENT - Refers to determine the impact of covid 19 to our employee

involvement of Southwest tours kalibo. This will help the employees to be more productive at
their jobs and also become more responsible for their actions, the employees usually give then

more autonomy for better performances and thereby helping them to reach their full potential.

ENGAGEMENT - an arrangement to do something or go somewhere at a fixed time.

GOOGLE FORM - It is used to get questionnaire and survey to our responded.

IMPACT - the action of one object coming forcibly into contact with another.

IMPACT OF COVID 19 PANDEMIC - According to world health organization the covid 19

pandemic has led to a dramatic loss of human life worldwide and presents an unprecedented

challenge to public health, food systems and the world of work.

INCENTIVES - is something that motivates or drives one to do something or behave in a

certain way. 

INFORMATION - facts provided or learned about something or someone.

KNOWLEDGE - is a familiarity, awareness, or understanding of someone or something, such

as facts, skills, or objects.

MANAGEMENT -  is a process of planning, decision making, organizing, leading, motivation

and controlling the human resources, financial, physical, and information resources of an

organization to reach its goals efficiently and effectively.

MANAGERIAL RELEVANCE - is defined as the degree to which a specific manager in an

organization perceives academic knowledge to aid his or her job-related thoughts or actions in

the pursuit of organizational goals.

MOTIVATION - is the word derived from the word 'motive' which means needs, desires, wants

or drives within the individuals. It is the process of stimulating people to actions to accomplish

the goals. In the work goal context, the psychological factors stimulating the people's behaviour

can be - desire for money.

PERFORMANCE - is an act of staging or presenting a play, concert, or other form of

entertainment. It is also defined as the action or process of carrying out or accomplishing an

action, task, or function.

PRODUCTIVITY - is commonly defined as a ratio between the output volume and the volume

of inputs. In other words, it measures how efficiently production inputs, such as labour and

capital, are being used in an economy to produce a given level of output.

REWARD - a thing given in recognition of one's service, effort, or achievement.

THEORITICAL FRAMEWORK - is a collection of interrelated concepts, like a theory but not

necessarily so well worked-out. A theoretical framework guides your research, determining what

things you will measure, and what statistical relationships you will look for.

THEORY - a supposition or a system of ideas intended to explain something, especially one

based on general principles independent of the thing to be explained.

2. REVIEW OF LITERATURE

This chapter provides discussion about the employee involvement. These related studies

both foreign and local will underlines on how the Covid 19 Pandemic affects the employee

involvement and how the management provide strategic approaches to minimize the burden

brought by this pandemic to the productivity, commitment and health of the employees.

According to Meenakshi Kaushik, & Neha Guleria (2020), their study is about Employee

Relations and Engagement during COVID-19, it is stated in their journal that 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.

In addition, according to Ahmed, Tanveer, Khan, Muhammad Shahid, et. al (2020)

written in their journal with title, Impact of employees engagement and knowledge sharing on
organizational performance: Study of HR challenges in COVID-19 pandemic that when the

economy’s in terrible shape, any of us is lucky to have a job, human resources managers

worrying about whether or not employees are contributing to the organizational goals and

objectives, and how to pursue the recruitment and selection process, employee’s engagement,

and, training and development activities, these are the current human resource management

challenges which are created due to COVID-19 pandemic. Organizations around the world are

facing a tough situation, first time in history, the worth of one-barrel oil fell to less than nothing

on 20th April 2020, the only reason is behind this is the current lockdown around the world. The

physical workplace is converted into a virtual workplace, now the HR managers are planning

how to engage the employees efficiently. This study pursued to examine the effect of employee’s

engagement on organizational performance through the mediating effect of knowledge sharing

for employees of higher educational institutions.

Aside from that, Karen Philip and Jim Arrowsmith (2020) based in their study that the

strategic human resource management (HRM) literature emphasizes the importance of employee

involvement and participation for outcomes such as job satisfaction, employee retention and

organizational performance. Situational factors identified as conducive to employee participation

in decision-making include small size, via less hierarchical, proximate and informal workplace

relations. Ownership and mission are also important, with not-for-profit (NFP) organizations

generally having more collectivist, commitment-based cultures that support open decision-

making. However, such organizations often have weak HRM policies and practices. This paper

examines the process and outcomes of employee participation in a small NFP through in-depth

case study research.

Employee involvement at its core is based on theories of human motivation that grew out

of the cognitive revolution in psychology in the 1950s. Maslow’s work on “high ‐order needs”
and “self‐actualization” was particularly important because it indicated that individuals could be

motivated by intrinsic rewards, not just by tangible rewards and punishments. Also influential

was the work on expectancy theory and job satisfaction that showed relationships between

attitudes and behavior. The work on motivation influenced subsequent research on job

enrichment and job design (Oldham, Hackman & Pearce, 1976; Oldham & Hackman , 1980),

which took several forms, though all included a strong emphasis on information, decision‐

making power, incentives and feedback as factors that influenced job performance.

In a series of books, Lawler (1986, 1992, 1996) built on this work and detailed an

integrated set of principles for organizational design. He included practices that distribute

information and decision‐making power to employees, give them incentives for success, and give

them the skills and knowledge they need to be effective. Lawler saw the relationship between

management practices and employees having the knowledge, foundation, power and rewards

they must have to make employee involvement effective. He stressed that effectiveness requires

employees to have all four: power, information, knowledge, and reward.

The relationship of the study is to determine how the Covid 19 impacted the involvement

of the employee and how the covid 19 pandemic affects the levels of their productivity and lastly

how the management responded in these challenges and provide strategic approaches to

alternative working styles, communication and interactions to continually at ease the corporate

operations. As well also to underline the factors affecting the employee involvement during this

pandemic. and of course, to provide studies since there is no local studies focusing to this

organization the Southwest Travel and Tours Kalibo.

Bibliography

Meenakshi Kaushik, & Neha Guleria. (2020). Employee Relations and Engagement during

COVID-19. Sparkling International Journal of Multidisciplinary Research Studies, 3(2), 1-11.

See link: https://www.johnfoundation.com/journals/sparkling/sijmrsv3i2-2020/s-31/

Dr. Muhammad Shahid Khan, Assistant Professor, Suan Sunandha Rajabhat University,

Bangkok, Thailand. E-mail: shahid.kh@ssru.ac.th.; E-mail: shahid8762@ gmail.com.

See link: https://content.iospress.com/articles/human-systems-management/hsm201052

Philip, K. and Arrowsmith, J. (2020), "The limits to employee involvement? Employee

participation without HRM in a small not-for-profit organisation", Personnel Review, Vol. 50

No. 2, pp. 401-419. 

See link: https://doi.org/10.1108/PR-08-2019-0457

Copyright © International Labour Organization 2020

COVID-19 labour market impact in the Philippines: Assessment and national policy responses

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