SUBMITTED TO-

Prof. Sasmita Mishra

BM2101 | Organizational Behavior (OB)

SUBMITTED BY-

1. APARNA GHOSH- 2076014

2. A T M MASUD HASAN-2076164

3. JANUKA SHARMA- 2076144

BBA-2

SECTION: A

SESSION:2020-2023
IMPACT OF WFH (WORK FROM
HOME) ON EMPLOYEE BEHAVIOR
DUE TO COVID-19
IMPACT OF WFH

KIIT
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TABLE OF CONTENTS
Abstract:.......................................................................................................................................................................................2

OBJECTIVE OF THE STUDY: ...........................................................................................................................................................4

LITERATURE REVIEW ....................................................................................................................................................................4

METHOD ......................................................................................................................................................................................0

Result ...........................................................................................................................................................................................1

Important findings and Suggestions to the organization: ...........................................................................................................4

DISCUSSION AND CONCLUSION...................................................................................................................................................6

REFERENCES .................................................................................................................................................................................8
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ABSTRACT

T he continuing crisis of Coronavirus-19 disease (COVID-19) has changed our lives considerably, imposing the

necessity for various modifications for organizations and individuals to cope during this testing time. This study

was undertaken to gain an insight into how organizations and individuals adapt to these changes and challenges. The

impact of the coronavirus on the human body is well known and more studies and research related to this are underway,

but what it does to human behavior and the psycho-social effects are yet to be unraveled. To dive deep into the

behavioral consequences of such a pandemic, 61 of in-depth interviews (31 male; 30 females, the average age of 18-24

years old) were conducted with lower and middle-level managers in the publi3c and private service industries of

Bangladesh, Bhutan, and India. This study of organizational behavior explores the employees’ perception of different

types of stressors and the impact on their working environment, productivity, and the type of organizational support

provided during this crisis. The findings of the interview suggest that the strain levels were moderate to high among all

the participants. The main themes that emerged from the interviews were categorized into five; (i) Triggers of stress (ii)

Organizational support (iii) Impact of productivity of the organization due to the modified modified working

environment (iv) Blurred boundaries during WFH and (v) Positive in this crisis. The study presents an integrated Stress

Model with key triggers, coping strategies (resources), organization support, and outcome. The triggers inducing stress

include fear of the unknown, ineffective communication at work, lack of clarity and direction, and interruptions during

WFH leading to loss of resources like time and energy. All this might disturb an employee’s psychological state,

resulting in prolonged stress or maybe psychosomatic diseases. Therefore, it is an important issue that needs to be given

priority in all organizations. The findings support the notion that there is a dire need for psycho-social support,

community support, and an effective system of organizational support to sustain employees’ emotional and mental

well-being. Although the lockdown will be gradually eased, organizations need to rethink different alternatives to work.

The need of the hour is to be more agile and versatile to foster creativity and innovation.

COVID-19, Stress, Coronavirus, Pandemic, Psychological well-being, productivity, working environment.

At the beginning of 2020, COVID-19, a novel coronavirus, vigorously spread around the world and was declared as a

‘Pandemic’ on March 11th, 2020 by the World Health Organization (WHO). The virus first emerged in China and is

now considered one of the major global health threats. By 30th January 2020, the virus had spread to 147 countries,

killed more than 7800 people, and affected hundreds of thousands of people in a short time. The virus has a mortality
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rate of 1-2% with other genetic variants of the virus leading to 4-6% mortality in various areas. The first country to

report a confirmed case in South Asia was Nepal, which documented its first case on 23rd January 2020. Other South

Asian countries, like Bangladesh and Bhutan, reported their first Covid cases on 8th March 2020 and 6th March 2020

respectively. The first case of COVID-19 in India was reported on 30 January 2020. The deadly virus has strongly

influenced people by increasing fear, frustration, stress, and anxiety. This Covid-19 pandemic has created a crisis in all

aspects of our lives and that crisis affects individual work and psychological well-being to a large extent. A crisis can be

defined as an emotionally stressful and disturbing event in a person’s life. The outbreak of COVID-19 at the current time

has led to a crisis and made a major switch in the regular working conditions worldwide, correlated with high public

uncertainty. In addition to the stress associated with Covid-19 disease, media speculation has caused this psychological

disturbance to become more severe. The current situation with lockdown and working from home (WFH) has become

stressful for many of us.

Stress is known to have a negative influence on employees' performance, productivity, and overall satisfaction. Stress

may make people more susceptible to the vulnerable COVID-19 virus infection. This needs to be tackled as an urgent

occupational health issue. Stress is a complex problem and is misunderstood by many people. The term stress has

generally a negative connotation in the form of threat and lack of resources, having both negative (distress) and positive

(eustress) aspects to it. Stress is "the non-specific response of the body to any demand made upon it". During work from

home, personal resources like time and energy can be utilized to improve the overall outcome.

In times of economic and financial crisis, the governments of various countries have announced measures to deal with

economic depression ahead. Since the outbreak of the COVID-19 pandemic, the governments of Bangladesh, Bhutan,

and India have been responsive and applying strict measures for the safety of everyone by keeping most activities on

hold. People are urged to stay home and most employees are obligated to complete work tasks and activities remotely

from their homes due to health precautionary measures. A lockdown has been imposed since March 2020. These

measures were taken to halt the spread of infection as well as protect its health system from being overloaded with

infected cases. People around the world are facing the same crisis and the lockdown situation is causing a massive

impact on organizations. Most governmental offices and private sectors continue their work from home through virtual

connections to ensure continuity of work and to avoid losing as much as possible.

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However, a neglected aspect is the impact of this crisis on human capital. Employees' well-being and engagement

should be the points of concern during the crisis to ensure their physical and mental well-being because the mounting

stress of balancing work and personal life responsibilities can lead to a mental breakdown.

OBJECTIVE OF THE STUDY

This project shows the effect of the current COVID-19 situation on employees’ behavior, performance, productivity,

motivation, and satisfaction while working from home (WFH), strategies for coping with the current situation, and how

organizations are responding to make the adaption process for their employees as smooth as possible. The paper aims at

explaining the way individuals face and deal with loss or gain of resources, leading to stressful and challenging

situations as they work from home. Therefore, the present project is undertaken to answer the following questions:

What is the impact of the COVID-19 pandemic on employee behavior in terms of challenges they face, loss of resources,

their stress levels, and response to the stressors?

How are organizations providing support to employees during this crisis?

The further sections of the paper are divided into the following; the third section provides the literature review, the

fourth section describes the methods used in the study, section five represents the detailed results of interviews, section

six presents the discussion of the important findings and suggestions for the organization, and section seven provides the

conclusion of the project with significant implications and limitations of the study.

LITERATURE REVIEW
Arite, C. (2020, September 8) Because of COVID-19, as Indonesia, Thailand, the Philippines, and India fared

remote working has become the "norm." In contrast to badly in terms of their digital platforms. GMO Research

the same week last year, video conferencing provides an online research solution platform that gives

applications increased by 90%. Working from home users access to Asia Cloud Panel, a multi-APAC nation

allows you to spend more time with your family while online panel network. GMO Internet Group, one of

also increasing your earning potential. Employees who Japan's major Internet conglomerates specialized in a

have been compelled to work from home have variety of Internet-related technologies, is the

conflicting emotions about the notion of company's backer.

telecommuting. According to a study conducted by

Tufts University's Fletcher School, Asian nations such

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Levanon, G. (2020, November 23) In April and Transportation, food service, cleaning and

September, the Conference Board polled HR executives maintenance, retail, and personal care employ one out

in the United States. After the pandemic, almost 20% of of every four people. The reduction in everyday

respondents stated they expect 40% or more of their commuters and business travel has impacts on those

workers to work mostly from home. According to the who support and assist these employees. Indranil Roy

conference board, remote work does not appear to of Deloitte believes that the social safety net has to be

reduce productivity. The Conference Board interviewed expanded. According to a LinkedIn assessment, 63% of

companies in the United States about their readiness to professionals would choose to work from home even if

recruit remote workers. By 2020, 36% of respondents their company established offices. Thirty percent of

said they would be prepared to recruit 100% virtual working professionals with school-aged children at

workers, a threefold increase. According to the home believe they do not have enough childcare to

Conference Board research, there will be a surge of job return to work. Workplace leaders may build a

outsourcing to lower-cost countries. In the next ten supportive atmosphere for working parents by

years, millions of Americans may relocate. Remote providing flexibility.

employees who must visit the workplace regularly will

Bartik, A., Cullen, Z., Stanton, C., Glaeser, E., &
relocate away from metropolitan centers. Vacation
Luca, M. (2020, July 19) Remote working has become
locations may develop at a quicker rate. The move will
more common as a result of the COVID-19 problem.
most likely have the greatest impact on city cores.
However, there are still several obstacles to its
Cities have seen the most dramatic reduction in
widespread adoption, including workplace standards
economic activity since the outbreak of the epidemic.
and shame. The productivity impacts of the change are

BBC Worklife (2021, March 04). Today, we'll start likewise unequal, with many businesses becoming less

with the topic of work, and how the pandemic has productive as a result of it. The column is based on data

normalized distant labor, as well as the implications of collected from thousands of small companies across the

this. Will we return to the workplace, and if so, how United States. The COVID-19 problem has reignited

frequently? What influence will a "hybrid" working interest in telecommuting. Even just a few weeks into

style have on how we communicate, collaborate, and the crisis, 43% of small firms had temporarily shut

create? What will work entail if our workplaces become down. The shift to remote working is uneven, with

virtual and we lose our daily social interactions? firms varying in their ability to make the transition.
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36% of workers who switched to remote working Bao, L., Li, T., Xia, X., Zhu, K., Li, H., & Yang, X.

during the COVID-19 crisis would continue working (2020, May 27) Working from home (WFH) has

remotely after the crisis ends. This suggests remote become a popular work arrangement due to its many

work is likely to remain at higher levels even after the potential benefits for both companies and employees.

crisis ends, says NABE survey. Despite uneven (For example, improving staff retention and work

productivity effects in the short run, remote work may satisfaction). In terms of several indicators, such as the

have a persistent impact on the nature of work. number of builds/commits/code reviews, we discover

that WFH has both good and negative effects on

Whiting, K. (2020, October 21). The majority of
developer productivity. Furthermore, we discovered
company leaders believe that remote working will have
that various developers' productivity differs. We obtain
a detrimental influence on productivity. Because of the
some input from Baidu developers based on these data,
inconsistency of the school and nursery arrangements,
and we figure out why WFH has varying effects on
those who care for children are put under additional
developer productivity.
strain. In the post-lockdown era, new remote-working

firms are building a feeling of community and Department Of Work And Organizational

maintaining a flow of information. According to new Psychology. (2020, May 7). Vocational behavior

research, remote employees face mental health issues as research can contribute to informing all stakeholders

a result of changes in working habits. It claims that and supporting these workers' long-term career

mental health is a significant element affecting remote development. The dangers and opportunities of flexible

employees' productivity. The National Remote Workers employment relationships will be highlighted for

Association released the findings on Thursday. In April society as a result of employees' experiences during the

2020, mental distress was 8.1 percent more than it had epidemic. The study may also contribute to a better

been between 2017 and 2019. Employee mental understanding of the possible roles of various

wellness is a top priority for business executives. More stakeholders, including platforms, unions, and federal

than a third (34%) stated they were taking measures to stakeholders. When researching the impacts of the

foster a feeling of community among their employees COVID-19 pandemic on the above-mentioned

online in order to address the problems created by the variables throughout time, researchers must first

move to remote working. examine the following factors. The precise beginning of

the COVID-19 pandemic event, as well as the

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associated measurements, may differ by nation, thorough theorizing and explanations for behavior at

occupational field, or organization. A pandemic, in and this difficult period. Generations, we believe, are a

of itself, can be divided into several stages. It's still massively oversimplified paradigm for explaining

uncertain when the epidemic will be declared "over" by behavior in any environment, particularly in the

politicians or study. Effects on or of flexible schedules workplace.

or locations, for example, may vary with the different

Wang, B., Liu, Y., Qian, J., & K. Parker, S. (2020,
phases because, in addition to serving as an objective
October 13) Remote working can boost employees'
marker for the COVID-19 pandemic, transitioning into
productivity and well-being via re-designing remote
different COVID-19-related phases may also change
work appropriately. Some scholars believe that the
individuals' psychological experiences (Van Bavel et
pandemic will make some jobs permanently remote
al.).
(Sytch & Greer, 2020). The third approach focuses on

Rudolph, C., & Zacher, H. (2020, May the role of virtual work and its associated outcomes. In

8). Researchers and practitioners may be inclined to mid-February 2020, a large number of workers in

look for generational explanations to comprehend the mainland China's major cities were compelled to work

effects of COVID-19 on employees, particularly their from home. In China, remote working arrangements,

careers and professional development, in order to make such as remote working, are still relatively new.

sense of the problem. Despite this, we highly advise Remote working was experienced by just 0.6 percent of

against using "generationalized" explanations for the workforce (4.9 million Chinese employees).

COVID-19, particularly when it comes to

Ipsen, C., Veldhoven, M. V., Kirchner, K., &
understanding jobs and professional progression (see
Hansen, J. P. (2021, February 13) The COVID-19
related arguments offered by Rudolph & Zacher, 2020).
pandemic has radically changed the world of work and
Generationalized explanations are based on the premise
organizations. A quantitative study investigated
that (1) separate generations exist, (2) verifiable
knowledge worker's experiences of WFH in 29
generational differences exist, and (3) these differences
European countries during the early stages of the
may be experimentally examined Regrettably, each of
pandemic. The majority of respondents found their new
them. We encourage researchers and practitioners to
work conditions to be mostly positive. The advantages
avoid the temptation to categorize individuals along

generational lines in favor of more complete and

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and disadvantages of telework and WFH clustered This research explores how online educators build work

around six factors, researchers found. environments at home and how they impact their

working conditions in their homeworld. The case study

According to World Happiness Reports (Baert. S 2021,
aimed to expand the user-oriented ergonomic paradigm
March 20), The consequences of the COVID-19
of Vischer. This research gap aims to overcome it by
pandemic on economic activity, employment, and our
interviews by utilizing audio recordings, a method
way of working have been far-reaching. In turn, all of
through which participants will take pictures and be
those shocks have the potential to substantially impact
interviewed. 18 professors from major institutions were
subjective well-being. The pandemic has affected the
named electronically via the online news releases. The
worldwide labor market and therefore the world of
condition for inclusion is that folks are only
labor and investigate the downstream impacts on
permitted to work remotely.
workers' well-being around the world. Young

people face multiple social and economic shocks Endresen J (2020) Dyson Businessfeed. (2020), The

resulting from the COVID-19 crisis. Data from the authors project that performing from home won't only

International Labour Organization (ILO) indicates that continue for several workers, but that “COVID-19 will

roughly 178 million children -- 1 in 4 of the accelerate trends towards performing from home past

worldwide working population between the ages of 15 the immediate impacts of the pandemic.” this may be

and 24 -- worked in the hardest-hit sectors when the driven, in part, as organizations recognize the health

pandemic began. Researchers have identified that risks of open-plan offices. “As we now live and add

Global growth is estimated to have contracted by globally interdependent communities, communicable

almost 5 percent in 2020, representing the largest disease threats like COVID-19 got to be recognized

economic crisis in a generation. At the start of the year, as a part of the work scope,” write Kniffin et al.

at the onset of the pandemic, consumer spending “To still reap the advantages from global cooperation,

began to say no dramatically, most notably in retail and we must find smarter and safer ways of working

recreation together.” Organizations also will appreciate the

cost-savings of replacing full-time employees with

Sharma S (2020), StadtlandBaerter et al. (2017), Home
contractors who can stay connected digitally, note the
as an area of work: A comprehensive multimedia
authors.
instructor case study incorporating picture and sound.
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Miraz M, Career Enrichment (2020), The strict employees the prospect to receive constant feedback.

containment measures adopted by many countries in This ‘coaching’ approach allows management to

half of 2020 to flatten the increase in contagion put a easily assess and measure progress whilst also boosting

considerable brake on most economic and social team productivity which, in turn, keeps employees

activities. The collapse in total hours worked, and engaged – giving them how of purpose and

therefore the decline in participation, haven't been seen achievement in reaching goals. Increased

in peacetime since the good Depression. There are signs communication between management and employees

that the trough of the sharp and deep global economic allows issues and concerns to be voiced, allowing time

recession has been reached in many G20 economies. to more easily anticipate or resolve them. Commitment

However, ensuring that the recovery is rapid and from the very best, to adopt such a supportive

sustained, and rebuilding a more resilient and inclusive management approach, has proven to be beneficial to

labor market, remain considerable challenges. At their all or any or any.

Summit on 26 March 2020, G20 Leaders committed to

WHP Accenture, (2020, April 3), The enforced shift
trying to do whatever is required to beat this pandemic
during the worst of the pandemic to virtual working,
and its consequences on economies and societies, and,
consuming, and socializing will feel a huge and further
especially, to spare no effort to safeguard people’s jobs
shift to virtual activity for love or money. it'll affect
and incomes. As a part of this commitment, the G20
ways of communicating across learning, working,
Leaders asked the ILO and OECD to watch the
transacting, and consuming. this may impact everyone.
pandemic’s impact on employment. This note responds
Adoption of digital by those yet to try to do is going to
to the present request.
be accelerated and a discount of the obstacles to going

M.Roy, New Normal (2020), During the virtual for any kind of experience is going to

work-from-home scenario, senior management who did be required. Winners are going to be those that test and

not have remote working measures in place at the explore all of the associated creative possibilities.

pandemic outset had to hunt out the way to manage Anything which will be done virtually is going to be

their team’s performance from home. Some common

Teodorovicz, T., Sadun, R., & L. Kun, A. (n.d.).The
online methods used were daily team meetings and
sudden and widespread shift to work from home due to
frequent 1-1 check-ins. For many, having frequent
the COVID-19 pandemic presents two important
check-ins led to a micro-goal setting and gave
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questions. First, to understand the effect of this shift on new work-life model is to find strategies to balance the

the structure and intensity of different activities that demands of work and personal life. While the

knowledge workers engage in during WFH. All pandemic-related lockdown decreased the work

workers commute significantly less post-COVID, but efficiency for almost half of the researchers, around a

the other effects of the pandemic are heterogeneous quarter of them experienced that they were more

across workers with different roles (manager vs. efficient during this time compared to the time before.

non-manager) and in different sized firms (large vs. Based on personal experience, Most of the researchers

small). Second, findings of structure and intensity of think that after the lockdown they would be similar or

activities to technological innovation support WFH, more efficient than before if they could spend more of

given the novel data. There are opportunities for their work-time at home. The remaining thought that

technological innovation both in supporting workers as after the lockdown their work efficiency would

they structure their activities, and as they try to decrease if they worked from home. Some of the

complete their activities efficiently. Technology can obstacles to their work efficiency were specific to the

help as workers strive to find work-life balance. pandemic lockdown. Such obstacles could have been

the need to learn new methods to teach online or the

Shareena & Shahid, Mahammad. (2020). Work
trouble adapting to the new lifestyle.
from home during COVID-19: Employees

perception and experiences. 9. Study was to explore Two-thirds of the researchers indicated that it would be

what proportion of their worktime researchers would better to work more from home in the future. It seemed

find ideal to work from home, concerning both research that sharing work somewhat equally between the two

efficiency and work-life balance. venues is the most preferred arrangement. A great

majority of those who would like to work more from

Life has radically changed in recent times. The
home in the future. Both the work and non-work life of
flexibility allowed by the mobilization of technology
researchers would take benefits should more WFH be
and the continuous access to the internet disintegrated
allowed and neither workplace duties, nor their
the traditional work-life boundary. Work depends more
domestic circumstances are limits of such a change.
and more on our arrangements. The recent pandemic
That researcher has a preference to work more from
only highlighted an already existing task: researchers’
home, might be because they are more and more
work life has to be redefined. The key challenge in a
pressured by their work. Finishing manuscripts, and
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reading literature are easier to find time for when team and between colleagues is important and helps to

working from home. reduce the negative impacts associated with feeling

isolated whilst WAH. In situations where WAH

Almost half of the respondents reported reduced work
continues to be mandatory, consideration of the impact
efficiency during the lockdown, the majority of them
on the home environment and the financial impacts of
would prefer the current remote work setting to some
being at home on a full-time basis (e.g., increased
extent in the future. It is important to stress, however,
heating, cooling, and telecommunication costs) is
that working from home is not equally advantageous for
required. Some financial compensation may be
researchers. Several external and personal factors must
appropriate for employees to reduce this fiscal burden,
play a role in researchers’ work efficiency and work-life
although some of these costs may be offset by reduced
balance.
costs associated with commuting.

Researchers, just like other workers, need to develop

Janka I. Stoker & Harry Garretsen, April 23, 2021,
new arrangements and skills to cope with the
It was investigated whether COVID-19 and the
disintegration of the traditional work-life boundaries.
associated need to work from home led to changes in
To know-how research and education institutes that
leadership behaviors in a study conducted among Dutch
could best support this change would require a
managers and employees. Results show first of all that
comprehensive exploration of the factors in
managers' perceptions of the changes in their behaviors
researchers’ WFH life.
are in line with the expected or “desired” direction of

Oakman, J., Kinsman, N., Stuckey, R. et al. This the WFH concept. That is, managers perceived that they

review suggests the impacts of WAH on individuals’ showed significantly less control and more delegation

mental and physical health vary considerably. in the early stages of the COVID-19 pandemic (April

However, despite limitations with a relatively low and May 2020), irrespective of their management level.

number of studies, some consistent principles emerge In contrast, although employees also perceive a

which can be used to support employers in improving significant decrease in the exercise of control by their

working conditions to mitigate the negative effects of manager, they do not observe a change in the

WAH and enhance the positive effects of WAH on delegation. Moreover, those who are supervised at the

employees’ health. At a minimum, the opportunity for lower-management level even perceive a decrease in

regular communication between managers and their the delegation. Also, managers and employees'
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perceptions about the change in delegation significantly higher self-reported productivity and productivity of

differed. Finally, results suggest that when WFH, colleagues, and higher perceived manager quality.

employees especially appreciate an increase in the

delegation, because such an increase is associated with

METHOD
SAMPLE PROFILE

Gender, age, and locality are among the demographic details gathered from the respondents. As seen in the photo,

practically all of the respondents (49.2 percent) were male or female and preferred not to say.

DATA COLLECTION:

We used Google Form Surveys to gather data at one-time intervals over two weeks in order to find elements

related to our project. There are 17 sets of questionnaires on the survey form that collected sixty-one participants

from all over the world, including Bangladeshis, Sri Lankans, Bhutanese,

Indians, and others. Students and Job holders comprise the majority of the

participants.

Sample Table Profile:

Survey On Working from Home During Covid-19 Pandemic,2021

Frequency Percentage

Gender Male 30 49.2

Female 30 49.2

Age Group 18-24 46 75.4

24-30 11 18

2 3.3
31-35
1 1.6
35-40
1 1.6
Above 40

KIIT
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Location India 16 26.2

Bhutan 33 54

Bangladesh 6 9.8

Others 6 9.8

Source: Google form- https://forms.gle/phoDCabbvXiccoWy8

RESULT
Sample Table Profile:

Frequency Percentage

Monthly Income 400$ 46 74.2

400$-1000$ 12 19.4

1000$-1500$ 2 3.2

Above 1500$ 2 3.2

Marital Status Single 56 90.3

Married 6 9.7

Services contribute-

at home

Prefer to work/Study

YES 18 29

NO 18 29
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Feeling challenge to work remotely MAYBE 26 41.9

To what extent the following aspects of

your work is satisfactory while working

from home.

Barriers face while working from home

How often do you communicate

With your teammates/ instructor/

co-workers while working remotely?

Yes 20 32.8

Remote work is fun No 18 29.5

Maybe 23 37.7

Source: Google Form Survey(https://forms.gle/QS7K46xF4CLptdYL6)

INTERPRETATION
Based on the samples collected from different people with different engagements in the demographic location of

South Asian countries like Bangladesh, Bhutan, and India, the following interpretations are being submitted:
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Most of the people chosen for the sample data are from the single person, the lower-income group with a monthly

salary of below $400.00, and a few are from the married, higher-income group.

As per sample data, the more than average care services are being contributed at home while working from home.

Remote work raises a vast array of issues and challenges for employees and employers. Companies are pondering how

best to deliver coaching remotely and how to configure workspaces to enhance employee safety, among a host of other

thorny questions raised by COVID-19. For their part, employees are struggling to find the best home-work balance

and equip themselves to work and collaborate remotely.

Most people prefer to work from the office rather than work from home. Maybe physiologically, they are much more

habituated to and feel comfortable in the office environments, with better communication among their colleagues,

their higher authority as well as their subordinates. A quality workspace design leads to a less stressful and more

productive atmosphere. Employers must take the physical work environment of their employees into consideration.

Employees need to feel comfortable and calm in their physical work settings to produce their best work. Biophilic

design in the workplace study showed that people who work in spaces with natural features reported higher levels of

overall well-being. Furthermore, the respondents expressed feeling more productive and more creative at work. If the

interior design of an office considers the occupants, such as creating both breakout space and social space,

improvements are found in concentration, collaboration, confidentiality, and creativity.

Some people feel challenges while working from home remotely, and an equal number of people do not face such

challenges. Most people do not bother about any feelings of challenges while WFH. The potential for remote work

depends on the mix of activities undertaken in each occupation and on their physical, spatial, and interpersonal

context. We first assessed the theoretical extent to which an activity can be done remotely. This depends on whether a

worker needs to be physically present on-site to do a task, interact with others, or use location-specific machinery or

equipment. Employers have found during the pandemic that although some tasks can be done remotely in a crisis, they

are much more effectively done in person. These activities include coaching, counseling, and providing advice and

feedback; building customer and colleague relationships; bringing new employees into a company; negotiating and

making critical decisions; teaching and training; and work that benefits from collaboration, such as innovation,

problem-solving, and creativity. If on-boarding were to be done remotely, for instance, it would require a significant

rethinking of the activity to produce outcomes similar to those achieved in person.

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There is a mixed response regarding the extent of satisfaction for various aspects of work, like productivity, job

satisfaction, work/life balance, co-worker relationships, supervisory relationships, and customer satisfaction while

working from home.

In the given data, the sample resources are finding the various physical, managerial, and technical barriers like

scheduling of work, time management, work environment, systems and availability of network through wifi

connections, communication problems in various hierarchies of management and intro managerial and

inter-managerial coordination, schedule of work as assigned by the management, etc., while working from home. As

per the observed result in the available sample, it is found that the availability of network through wifi connections is

the biggest barrier or challenge faced by the workforce or performer while WFH.

Participants often communicate with their colleagues, higher authorities, as well as subordinates, while working from

home, as individuals prefer to receive information and share information. Written communication is most important

when working remotely, a nod to the remote work community’s push for asynchronous work. Lagging internet and

connectivity issues mean synchronous communication is difficult and sometimes avoided. Participants shared that it

can feel awkward to remain on a call when video chats are not working properly or team members are talking over one

another.

IMPORTANT FINDINGS AND SUGGESTIONS TO THE ORGANIZATION:

The global market has undergone important changes like the work that employees and organizations have to deal with,

such as more knowledge-intensive content, rapid technological change, constant innovation, and more flexible jobs

and time programs. The role of the employee becomes even more important. Employees working desired hours tend to

be more motivated and spend a longer period without changing jobs. In recent years this paradigm shift conducted to

an increase in employee autonomy, interruptions during work schedules to meet employee needs, employee

participation in decision making, workspace modeling, increasing employee creativity and productivity. The

knowledge of job performance and satisfaction as important outcomes is essential to be able to redefine HRM

according to current needs.

The flexibility of the work schedule helps employees a balance between professional and personal life, leading to job

satisfaction and performance, with positive consequences for the well-being of the organization. Work flexibility is
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very important, digital transformations and technology allowing a carrying out of activities based on an internet

connection in many areas.

The most important relationship is between employee development and work time and workspace flexibility as

relevant characteristics of sustainable HRM, job satisfaction, and job performance.

Functional flexibility statistically and positively impacted the overall level of job satisfaction mainly through the

channel of training courses paid by the employer who leads to an increase in the general job satisfaction of employees.

Workspace flexibility statistically and positively impacted the overall level of job satisfaction through its channels of

home working, partial home-working, and co-working. For employees, it has become essential that employers allow a

mix of home and office working, as well as working in rented spaces, in an environment with several social relations,

characterized by important community relations and resource sharing (resource sharing), to increase the level of

satisfaction and also the longer-term retentive degree.

In the context of today’s economy, professionals can choose from a wide range of offers available on the labor market,

employers must reinvent themselves and begin to offer potential employees alternative benefits, other than simply

financial ones. Most of the time, the flexibility of the organization can determine both the employee’s longevity and,

more importantly, their motivation to work hard and to be productive. Employer flexibility benefits not only the

employees but also the organization that offers it. Rigidity removes talent, and in a free, growing market, potential

employees have the opportunity to explore their options before they choose a position.

Organizations know very well that engaged employees are the key to success in this tough time. That is why

businesses must look forward to keeping their employees satisfied and motivated through the engagement of

employees during pandemic circumstances. All organizations should adopt innovative and creative employee

engagement practices during this tough time of pandemic COVID‐19 to keep employees motivated, stimulated,

committed, satisfied, and blissful in this tough time. The work-from-home regime is nowadays very essential; it would

be successful only with the help of online practices. Organizations should be implementing an online practice

approach to stay in the competition during this difficult time. Virtual relations should be crucial for companies to

enhance the engagement of employees. Engaged employees always achieve objectives very smoothly. Management

also looks into how to engage employees in order to be able to encourage a positive organizational culture.
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Organizations also need to be able to recognize the various facets that motivate and derive employee engagement in

organizations.

DISCUSSION AND CONCLUSION

The main aim of the study was to find out the impact of work from home on employee behavior due to Covid-19

Pandemic. From the result, it is noticeable that most of the people from Bangladesh, Bhutan, and India are of lower to

a moderate-income group. According to the survey related to the impact of working from home during the Covid-19

Pandemic, people of age 18-24 were affected the most, which is up to 75%. The study presented the triggers such as

stress, fear of the unknown, communication barriers, lack of clear understanding of ideas, interruption during WFH

are some of the factors that cause work from home burdensome. The decision to suspend in-person meetings and

working were implemented swiftly without much information and guidance, on how to do so. Workers were unaware

of how WFH (Lina Vyas, 2020) and the challenges that they faced are internet connectivity issues, lack of resources,

assess to official documents, and proper workplace. Looking into the graph below, it is found that because of the

digital divide, people are facing barriers like wifi connectivity, communication barriers, and time management makes

working from home difficult.

However, The findings suggest that organizations if contemplating working technologically inter-mediated WFH

home should ensure that their employees have a strong digital orientation as well as sufficient digital and capability.

This can be done through optimal recruitment and selection processes to get the right employees from the very

beginning. The absence of any effect for organizational programs suggests that the programs were ineffective and

require further investigation on the part of the University to improve their effectiveness. Even though organizational
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factors had been found to have no significant effect on improving employee's digital capability that can boost

employee productivity, an organization still needs to find appropriate programs or policies that could maintain or even

increasing their existing employees' digital orientation. Given the speed and scope of the changes required

post-COVID, it could reflect that the university was not prepared to deal with the consequences of the pandemic in the

time allowed. Training, infrastructure, and management were not prepared for dealing with the scale and speed of the

pandemic. Consequently, through time there are opportunities to learn from the COVID experience and for

organizational support processes to be further developed and refined to support WFH arrangements. Specific

suggestions include moving towards online course offerings as a permanent feature within universities, offering staff

and students the opportunity for flexible working and studying arrangements. Offering on-campus and off-campus

programs has the potential to reach a larger student population, but it will also require universities to invest in training

and IT support services to ensure that the online programs can be effectively delivered. For the government, the focus

should be on extending national and local IT infrastructure, together with improving its reliability, to support online

education for all participants, regardless of their location.

Although, working from home is burdensome, in a technologically connected era, working from home is now a

reality. Despite the communication, system, time management, and others, working from home somehow has kept

people engaged and productive. With the blessing of the new digital era, business and the institution are now more

than equipped to handle any adversity. Overall, this study has made an effort to bring forward the impact of working

from home during the Covid-19 pandemic. The primary finding shows that most of them being a low-income group

are barely satisfied with WFH. Additionally, challenges such as wifi connectivity, communication barriers, time

management, working environment, scheduling the work, and feelings of alienation have also been highlighted.

However, more people believe that working from the office is more effective than that working from home. However,

people have been adhering to the law and Covid-19 protocol set by the respective government. The research findings

have important implications from working from home for organizations, processional, and policymakers.
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