Course Title: Research Methodology

Course Instructor: Sumit Sangwan

Academic Task No.: 2 Academic Task Title: Comprehensive Report
Date of Allotment: 20-10-2022 Date of Submission: 10-11-2022
Student’s Roll no: A35, A36, A50, A39
Student’s Reg. no: 12200866, 12201163, 12200909, 12212169
Evaluation Parameters:

Learning Outcomes:

Declaration: I declare that this Assignment is my individual work. I have not copied it from any other student’s
work or from any other source except where due acknowledgment is made explicitly in the text, nor has any part
been written for me by any other person.

Title: Impact of Covid-19 on Human resource management.

Student(s)’s Signature:

Evaluator’s Comments (For Instructor’s use only)

General Observations Suggestions For Improvement Best Part of the Assignment

Evaluator’s Signature and Date:

Marks Obtained: _______________ Max. Marks: _____________

S. No Name of Student Reg. No Peer Rating Sign Roll no.

(10)
 PREFACE

It is a great opportunity for me to have the DIPLOMA IN BUSINESS

ADMINISTRATION at LOVELY PROFESSIONAL UNIVERSITY,
PUNJAB. In the accomplishment of this degree, I am submitting a report (Each
Student will design a questionnaire on the research problem identified in CA 1
by the student. A minimum of 30 respondents will be selected for data
collection, enter the collected data by using SPSS Software/MS Excel and
perform the analysis by selecting a suitable statistical tool.)

Subject to the limitation of time effort and resources every possible attempt has
been made to study the problem deeply. The whole assignment is measured
through the questionnaire, the data was further analyzed and interpreted, and the
result was obtained: -

The whole report has been divided into 7 main parts: -

 Acknowledgement
 Introduction
 Objective and significance of the study
 Questionnaire designing
 Analysis Interpretation
 Recommendations
 Conclusion
 ACKNOWLEDGMENT

First and foremost, praises and thanks to God, the Almighty, for His
showers of blessings throughout my research work to complete the
research successfully.

I would like to express my deep and sincere gratitude to my report supervisor,

SUMIT SANGWAN, Professor of RESEARCH METHODOLOGY, at
LOVELY PROFESSIONAL UNIVERSITY, PUNJAB, for allowing me to do
research and for providing invaluable guidance throughout this report. His
dynamism, vision, sincerity, and motivation have deeply inspired me. He has
taught me the methodology to carry out the report. It was a great privilege and
honor to work and study under his guidance. I am extremely grateful for what
he has offered me. I would also like to thank him for his friendship, empathy,
and great sense of humor.

I am extending my heartfelt thanks to my team members for their

acceptance and patience during the discussion I had with him on research
work and thesis preparation.

Finally, my thanks go to all the people who have supported me to complete

the research work directly or indirectly.

INTRODUCTION
Most firms worldwide are dealing with several issues brought on by COVID-19.
and one of the biggest obstacles is the widespread increase in uncertainty.
companies, particularly about managing human resources and sustaining a
higher clientele through marketing. Most organizations have lost clients because
of firing employees in the past. After COVID-19 was designated a global
pandemic, business profitability was significantly impacted. levels of these
organizations are mostly caused by a decline in the effectiveness and
productivity of the people resources (Lauer et al., 2020). The biggest issues
facing most companies today are quite varied in that they touch on a variety of
intricate themes, such as climate change rising political unrest in both emerging
and wealthy nations, as well as serious economic turbulence. In the changing
world of today, the many Organizational issues related to marketing and human
resource management are quite prevalent, impacting a company's capacity for
strategic management and long-term expansion. These difficulties give rise to a
danger to an organization's viability, which allows a highly responsive and
hence adaptable organization can efficiently arrange oversee or manage its
workers.
most supervisors work hard to support their Workforce adjusts to, and
subsequently managing, drastic changes taking place in the workplace societal
setting. For instance, most of the employees used to spend a lot of time initially
within the walls of their businesses' physical facilities, but now have no access
to them.  During the coronavirus, there is little choice but to swiftly adapt to
remote work conditions.  pandemic. However, there are certain difficulties
when working from home because most Employees struggle to locate alternate,
convenient jobs, particularly when They are unable to work effectively at home.
Considering that most Alternative locations like internet cafés and libraries are
also closed, making it impossible for individuals to host brief management
courses or business meetings.
 Aims and Objectives of the Study

This research paper was aimed at establishing the impact of COVID-19 on

human resource management practices and future marketing.
The paper was also based on different strategic objectives that included.

 To determine the negative and positive implications of COVID-19 in areas of

Human resource management.
 To establish the most effective mechanisms to address the COVID-19-based
challenges in areas of HRM and marketing.

SIGNIFICANCE OF THE STUDY

The final findings of this research study are of great significance to the areas of
marketing and human resource management most especially concerning the
current and future well-being of these areas. With the increased uncertainty in
the HRM sector due to COVID-19, the study findings will provide new
approaches and alternatives that can be used to cope with the “new normal” in
this sector. The study findings will also help to predict the future dynamics of
marketing in the current situation of COVID -19. The final results will also
contribute to the existing knowledge concerning the general implication of the
coronavirus pandemic (COVID-19) on the sectors of human resource
management and marketing.
 QUESTIONNAIRE DESIGNING AND RESPONSES
The below-attached questionnaire is prepared, via SPSS Software, as instructed
by the course instructor in continuation with the previous assignment to collect
the responses from 30 respondents to analyze their behavior towards the topic:
IMPACT OF COVID-19 ON HUMAN RESOURCES MANAGEMENT

POST HOC TESTS

Multiple Comparisons

(I) COVID (J) COVID 95% Confidence

EFFECTED EFFECTED Mean Interval
POLICY POLICY Differenc Std. Lower Upper
Dependent Variable MAKING STYLE MAKING STYLE e (I-J) Error Sig. Bound Bound
Do you know Tukey AGREE NEUTRAL .1787
.11795 .788 -.3253 .5612
anything about HSD 8
HRM DISAGREE .3583
-.61538 .217 -1.5039 .2731
6
NEUTRAL AGREE .1787
-.11795 .788 -.5612 .3253
8
DISAGREE .3551
-.73333 .116 -1.6139 .1473
6
DISAGREE AGREE .3583
.61538 .217 -.2731 1.5039
6
NEUTRAL .3551
.73333 .116 -.1473 1.6139
6
LSD AGREE NEUTRAL .1787
.11795 .515 -.2489 .4848
8
DISAGREE .3583
-.61538 .097 -1.3507 .1199
6
NEUTRAL AGREE .1787
-.11795 .515 -.4848 .2489
8
DISAGREE .3551
-.73333* .049 -1.4621 -.0046
6
DISAGREE AGREE .61538 .3583 .097 -.1199 1.3507
6
 NEUTRAL .3551
.73333* .049 .0046 1.4621
6
Did you know the Tukey AGREE NEUTRAL .1929
-.15897 .692 -.6374 .3195
role of HRM in HSD 8
real life DISAGREE .3868
-.19231 .873 -1.1514 .7668
2
NEUTRAL AGREE .1929
.15897 .692 -.3195 .6374
8
DISAGREE .3833
-.03333 .996 -.9839 .9172
6
DISAGREE AGREE .3868
.19231 .873 -.7668 1.1514
2
NEUTRAL .3833
.03333 .996 -.9172 .9839
6
LSD AGREE NEUTRAL .1929
-.15897 .417 -.5549 .2370
8
DISAGREE .3868
-.19231 .623 -.9860 .6014
2
NEUTRAL AGREE .1929
.15897 .417 -.2370 .5549
8
DISAGREE .3833
-.03333 .931 -.8199 .7533
6
DISAGREE AGREE .3868
.19231 .623 -.6014 .9860
2
NEUTRAL .3833
.03333 .931 -.7533 .8199
6
occupation Tukey AGREE NEUTRAL .3000
-.06667 .973 -.8107 .6774
HSD 9
DISAGREE .6015
-2.00000* .007 -3.4914 -.5086
2
NEUTRAL AGREE .3000
.06667 .973 -.6774 .8107
9
DISAGREE .5961
-1.93333* .009 -3.4114 -.4552
5
DISAGREE AGREE .6015
2.00000* .007 .5086 3.4914
2
NEUTRAL .5961
1.93333* .009 .4552 3.4114
5
LSD AGREE NEUTRAL .3000
-.06667 .826 -.6824 .5491
9
DISAGREE -2.00000* .6015 .003 -3.2342 -.7658
2
 NEUTRAL AGREE .3000
.06667 .826 -.5491 .6824
9
DISAGREE .5961
-1.93333* .003 -3.1565 -.7101
5
DISAGREE AGREE .6015
2.00000* .003 .7658 3.2342
2
NEUTRAL .5961
1.93333* .003 .7101 3.1565
5
locality Tukey AGREE NEUTRAL .7044
.48205 .775 -1.2646 2.2287
HSD 4
DISAGREE 1.412
.11538 .996 -3.3856 3.6164
02
NEUTRAL AGREE .7044
-.48205 .775 -2.2287 1.2646
4
DISAGREE 1.399
-.36667 .963 -3.8364 3.1031
42
DISAGREE AGREE 1.412
-.11538 .996 -3.6164 3.3856
02
NEUTRAL 1.399
.36667 .963 -3.1031 3.8364
42
LSD AGREE NEUTRAL .7044
.48205 .500 -.9633 1.9274
4
DISAGREE 1.412
.11538 .935 -2.7818 3.0126
02
NEUTRAL AGREE .7044
-.48205 .500 -1.9274 .9633
4
DISAGREE 1.399
-.36667 .795 -3.2380 2.5047
42
DISAGREE AGREE 1.412
-.11538 .935 -3.0126 2.7818
02
NEUTRAL 1.399
.36667 .795 -2.5047 3.2380
42
DID COVID Tukey AGREE NEUTRAL .1807
-.43590 .058 -.8840 .0122
REALLY HSD 2
IMPACTED HRM DISAGREE .3622
-.26923 .740 -1.1674 .6289
4
NEUTRAL AGREE .1807
.43590 .058 -.0122 .8840
2
DISAGREE .3590
.16667 .888 -.7235 1.0568
1
DISAGREE AGREE .26923 .3622 .740 -.6289 1.1674
4
 NEUTRAL .3590
-.16667 .888 -1.0568 .7235
1
LSD AGREE NEUTRAL .1807
-.43590* .023 -.8067 -.0651
2
DISAGREE .3622
-.26923 .464 -1.0125 .4740
4
NEUTRAL AGREE .1807
.43590* .023 .0651 .8067
2
DISAGREE .3590
.16667 .646 -.5700 .9033
1
DISAGREE AGREE .3622
.26923 .464 -.4740 1.0125
4
NEUTRAL .3590
-.16667 .646 -.9033 .5700
1
gender Tukey AGREE NEUTRAL .1846
.28205 .294 -.1757 .7398
HSD 4
DISAGREE .3701
-.38462 .559 -1.3022 .5330
0
NEUTRAL AGREE .1846
-.28205 .294 -.7398 .1757
4
DISAGREE .3667
-.66667 .183 -1.5761 .2428
9
DISAGREE AGREE .3701
.38462 .559 -.5330 1.3022
0
NEUTRAL .3667
.66667 .183 -.2428 1.5761
9
LSD AGREE NEUTRAL .1846
.28205 .138 -.0968 .6609
4
DISAGREE .3701
-.38462 .308 -1.1440 .3748
0
NEUTRAL AGREE .1846
-.28205 .138 -.6609 .0968
4
DISAGREE .3667
-.66667 .080 -1.4193 .0859
9
DISAGREE AGREE .3701
.38462 .308 -.3748 1.1440
0
NEUTRAL .3667
.66667 .080 -.0859 1.4193
9
DO YOU THE Tukey AGREE NEUTRAL .3274
-.47179 .335 -1.2837 .3401
PROCESS OF HSD 7
RECRUITING DISAGREE -.53846 .6564 .694 -2.1659 1.0890
OR RETAINING 0
OF EMPLOYEES NEUTRAL AGREE .3274
.47179 .335 -.3401 1.2837
7
DISAGREE .6505
-.06667 .994 -1.6796 1.5463
4
DISAGREE AGREE .6564
.53846 .694 -1.0890 2.1659
0
NEUTRAL .6505
.06667 .994 -1.5463 1.6796
4
LSD AGREE NEUTRAL .3274
-.47179 .161 -1.1437 .2001
7
DISAGREE .6564
-.53846 .419 -1.8853 .8084
0
NEUTRAL AGREE .3274
.47179 .161 -.2001 1.1437
7
DISAGREE .6505
-.06667 .919 -1.4015 1.2681
4
DISAGREE AGREE .6564
.53846 .419 -.8084 1.8853
0
NEUTRAL .6505
.06667 .919 -1.2681 1.4015
4
PYSCHOLOGIC Tukey AGREE NEUTRAL .3162
-.23077 .748 -1.0149 .5534
AL BEHAVIOUR HSD 6
OF EMPLOYEES DISAGREE .6339
-.73077 .491 -2.3026 .8410
EFFECTS THE 4
HRM NEUTRAL AGREE .3162
.23077 .748 -.5534 1.0149
6
DISAGREE .6282
-.50000 .709 -2.0578 1.0578
7
DISAGREE AGREE .6339
.73077 .491 -.8410 2.3026
4
NEUTRAL .6282
.50000 .709 -1.0578 2.0578
7
LSD AGREE NEUTRAL .3162
-.23077 .472 -.8797 .4181
6
DISAGREE .6339
-.73077 .259 -2.0315 .5700
4
NEUTRAL AGREE .3162
.23077 .472 -.4181 .8797
6
DISAGREE .6282
-.50000 .433 -1.7891 .7891
7
DISAGREE AGREE .73077 .6339 .259 -.5700 2.0315
4
 NEUTRAL .6282
.50000 .433 -.7891 1.7891
7
TECHNOLOGY Tukey AGREE NEUTRAL .2729
-.45128 .241 -1.1281 .2255
PLAYS A HSD 6
MAJOR ROLE IN DISAGREE .5471
-.38462 .764 -1.7412 .9720
HRM 4
NEUTRAL AGREE .2729
.45128 .241 -.2255 1.1281
6
DISAGREE .5422
.06667 .992 -1.2778 1.4111
6
DISAGREE AGREE .5471
.38462 .764 -.9720 1.7412
4
NEUTRAL .5422
-.06667 .992 -1.4111 1.2778
6
LSD AGREE NEUTRAL .2729
-.45128 .110 -1.0114 .1088
6
DISAGREE .5471
-.38462 .488 -1.5073 .7380
4
NEUTRAL AGREE .2729
.45128 .110 -.1088 1.0114
6
DISAGREE .5422
.06667 .903 -1.0460 1.1793
6
DISAGREE AGREE .5471
.38462 .488 -.7380 1.5073
4
NEUTRAL .5422
-.06667 .903 -1.1793 1.0460
6
HRM PLAYS Tukey AGREE NEUTRAL .3110
-.15385 .874 -.9251 .6174
CRUCIAL ROLE HSD 5
IN POLICY DISAGREE .6234
.34615 .845 -1.1997 1.8920
MAKING 8
NEUTRAL AGREE .3110
.15385 .874 -.6174 .9251
5
DISAGREE .6179
.50000 .701 -1.0321 2.0321
1
DISAGREE AGREE .6234
-.34615 .845 -1.8920 1.1997
8
NEUTRAL .6179
-.50000 .701 -2.0321 1.0321
1
LSD AGREE NEUTRAL .3110
-.15385 .625 -.7921 .4844
5
DISAGREE .34615 .6234 .583 -.9331 1.6254
8
 NEUTRAL AGREE .3110
.15385 .625 -.4844 .7921
5
DISAGREE .6179
.50000 .425 -.7678 1.7678
1
DISAGREE AGREE .6234
-.34615 .583 -1.6254 .9331
8
NEUTRAL .6179
-.50000 .425 -1.7678 .7678
1
POLICIES OF Tukey AGREE NEUTRAL .2818
.06667 .970 -.6321 .7654
AN HSD 1
ORGANISATION DISAGREE .5648
1.00000 .199 -.4006 2.4006
EFFECTS THE 8
HRM NEUTRAL AGREE .2818
-.06667 .970 -.7654 .6321
1
DISAGREE .5598
.93333 .236 -.4547 2.3214
4
DISAGREE AGREE .5648
-1.00000 .199 -2.4006 .4006
8
NEUTRAL .5598
-.93333 .236 -2.3214 .4547
4
LSD AGREE NEUTRAL .2818
.06667 .815 -.5116 .6449
1
DISAGREE .5648
1.00000 .088 -.1590 2.1590
8
NEUTRAL AGREE .2818
-.06667 .815 -.6449 .5116
1
DISAGREE .5598
.93333 .107 -.2154 2.0820
4
DISAGREE AGREE .5648
-1.00000 .088 -2.1590 .1590
8
NEUTRAL .5598
-.93333 .107 -2.0820 .2154
4
COVID Tukey AGREE NEUTRAL .2487
-.33846 .375 -.9551 .2782
SHOWED HSD 0
MAJOR IMPACT DISAGREE .4985
.46154 .629 -.7745 1.6976
ON STARTUPS 2
NEUTRAL AGREE .2487
.33846 .375 -.2782 .9551
0
DISAGREE .4940
.80000 .255 -.4250 2.0250
7
DISAGREE AGREE -.46154 .4985 .629 -1.6976 .7745
2
 NEUTRAL .4940
-.80000 .255 -2.0250 .4250
7
LSD AGREE NEUTRAL .2487
-.33846 .185 -.8488 .1718
0
DISAGREE .4985
.46154 .363 -.5613 1.4844
2
NEUTRAL AGREE .2487
.33846 .185 -.1718 .8488
0
DISAGREE .4940
.80000 .117 -.2137 1.8137
7
DISAGREE AGREE .4985
-.46154 .363 -1.4844 .5613
2
NEUTRAL .4940
-.80000 .117 -1.8137 .2137
7
WHICH Tukey AGREE NEUTRAL .8086
.07179 .996 -1.9332 2.0768
CONTINENT DO HSD 7
YOU THINK DISAGREE 1.620
.53846 .941 -3.4805 4.5574
MOSTLY 94
EFFECTED BY NEUTRAL AGREE .8086
-.07179 .996 -2.0768 1.9332
COVID 7
DISAGREE 1.606
.46667 .955 -3.5164 4.4498
46
DISAGREE AGREE 1.620
-.53846 .941 -4.5574 3.4805
94
NEUTRAL 1.606
-.46667 .955 -4.4498 3.5164
46
LSD AGREE NEUTRAL .8086
.07179 .930 -1.5875 1.7310
7
DISAGREE 1.620
.53846 .742 -2.7874 3.8644
94
NEUTRAL AGREE .8086
-.07179 .930 -1.7310 1.5875
7
DISAGREE 1.606
.46667 .774 -2.8295 3.7629
46
DISAGREE AGREE 1.620
-.53846 .742 -3.8644 2.7874
94
NEUTRAL 1.606
-.46667 .774 -3.7629 2.8295
46
ROLE OF HRM Tukey AGREE NEUTRAL .1992
-.00513 1.000 -.4991 .4889
IN HSD 4
ORGANIZATION DISAGREE -1.03846* .3993 .038 -2.0286 -.0483
6
 NEUTRAL AGREE .1992
.00513 1.000 -.4889 .4991
4
DISAGREE .3958
-1.03333* .038 -2.0147 -.0520
0
DISAGREE AGREE .3993
1.03846* .038 .0483 2.0286
6
NEUTRAL .3958
1.03333* .038 .0520 2.0147
0
LSD AGREE NEUTRAL .1992
-.00513 .980 -.4139 .4037
4
DISAGREE .3993
-1.03846* .015 -1.8579 -.2190
6
NEUTRAL AGREE .1992
.00513 .980 -.4037 .4139
4
DISAGREE .3958
-1.03333* .015 -1.8454 -.2212
0
DISAGREE AGREE .3993
1.03846* .015 .2190 1.8579
6
NEUTRAL .3958
1.03333* .015 .2212 1.8454
0

*. The mean difference is significant at the 0.05 level.

 ANALYSIS AND INTERPRETATION

A questionnaire was designed keeping in mind all the aspects affecting Human
resource management during Covid-19. On the basis of responses collected
from the 30 respondents, through a questionnaire, each question is thoroughly
analyzed and interpreted below in order to get a detailed perception of the
respondents.
Homogeneous Subsets

Do you know anything about HRM

COVID EFFECTED Subset for
POLICY MAKING alpha = 0.05
STYLE N 1
Tukey HSD a,b
NEUTRAL 15 1.2667
AGREE 13 1.3846
DISAGREE 2 2.0000
Sig. .063

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

Did you know the role of HRM in real life

COVID EFFECTED Subset for
POLICY MAKING alpha = 0.05
STYLE N 1
Tukey HSDa,b AGREE 13 1.3077
NEUTRAL 15 1.4667
DISAGREE 2 1.5000
Sig. .834

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

occupation
COVID AFFECTED Subset for alpha =
POLICY-MAKING 0.05
STYLE N 1 2
Tukey HSD a,b
AGREE 13 2.0000
NEUTRAL 15 2.0667
DISAGREE 2 4.0000
Sig. .991 1.000

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group sizes is
used. Type I error levels are not guaranteed.

locality
COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSDa,b NEUTRAL 15 3.1333
DISAGREE 2 3.5000
AGREE 13 3.6154
Sig. .918

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

DID COVID REALLY IMPACT HRM

COVID AFFECTED Subset for
POLICY-MAKING alpha = 0.05
STYLE N 1
Tukey HSD a,b
AGREE 13 1.2308
DISAGREE 2 1.5000
 NEUTRAL 15 1.6667
Sig. .357

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

gender
COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSD a,b
NEUTRAL 15 1.3333
AGREE 13 1.6154
DISAGREE 2 2.0000
Sig. .111

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

DO YOU THE PROCESS OF RECRUITING OR

RETAINING OF EMPLOYEES
COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSDa,b AGREE 13 1.4615
NEUTRAL 15 1.9333
DISAGREE 2 2.0000
Sig. .613

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.
THE PSYCHOLOGICAL BEHAVIOUR OF EMPLOYEES
AFFECTS THE HRM
COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSD a,b
AGREE 13 1.7692
NEUTRAL 15 2.0000
DISAGREE 2 2.5000
Sig. .388

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

TECHNOLOGY PLAYS A MAJOR ROLE IN HRM

COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSDa,b AGREE 13 1.6154
DISAGREE 2 2.0000
NEUTRAL 15 2.0667
Sig. .610

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

HRM PLAYS A CRUCIAL ROLE IN POLICY MAKING

COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSDa,b DISAGREE 2 1.5000
AGREE 13 1.8462
NEUTRAL 15 2.0000
Sig. .626

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

POLICIES OF AN ORGANISATION AFFECT THE HRM

COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSDa,b DISAGREE 2 1.0000
NEUTRAL 15 1.9333
AGREE 13 2.0000
Sig. .119

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

COVID SHOWED A MAJOR IMPACT ON STARTUPS

COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSD a,b
DISAGREE 2 1.0000
AGREE 13 1.4615
NEUTRAL 15 1.8000
Sig. .170

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

WHICH CONTINENT DO YOU THINK IS MOSTLY

AFFECTED BY COVID
COVID AFFECTED Subset for
THE POLICY- alpha = 0.05
MAKING STYLE N 1
Tukey HSD a,b
DISAGREE 2 4.0000
NEUTRAL 15 4.4667
AGREE 13 4.5385
Sig. .922

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group
sizes is used. Type I error levels are not guaranteed.

ROLE OF HRM IN ORGANIZATION

COVID AFFECTED Subset for alpha =
POLICY-MAKING 0.05
STYLE N 1 2
Tukey HSDa,b AGREE 13 1.4615
NEUTRAL 15 1.4667
DISAGREE 2 2.5000
Sig. 1.000 1.000

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 4.661.
b. The group sizes are unequal. The harmonic mean of the group sizes is
used. Type I error levels are not guaranteed.
Means Plots
 RECOMMENDATION

 Remote work will be a permanent feature for more organizations

and that is a good thing because, in addition to workers moving to
remote temporarily as we weather this crisis, many will continue
working remotely at least part of the time after businesses re-open
their doors.

 Nurturing culture gets more challenging in dispersed workplaces:

Workers and business leaders tell researchers they believe a strong
and well-defined organizational culture is critical to long-term
success. It sets the organization’s identity, helps form its mission,
and gives employees at all levels a sense of identity and purpose in
their work.
  Talent acquisition and retention remain critical: With the dire
economic impacts of the COVID-19 pandemic becoming clearer
by the moment, companies and whole industries are laying off
workers and freezing hiring. That may require greater reliance on
contractors and temp workers in the early stages of the eventual
recovery. But companies’ reputations among the candidates you’ll
need longer term will depend on how they are treated during this
crisis.

 Engaging a remote workforce: Keeping employees engaged,

enthused, and productive is one of HR’s most valuable roles and,
often, one of your team’s superpowers research makes it clear that
employees who feel that their physical and emotional well-being is
a real priority for the organizations they work for are more
engaged.

CONCLUSION

In this study, a comparison of organizational commitment and job satisfaction

based on gender was determined, and to find out teachers' level of commitment
to the three dimensions of organizational commitment, that is, affective
commitment, continuance commitment, and normative commitment. The
present study found no significant difference in affective commitment among
male and female employees working in private and government organizations
and further stated that overall affective commitment is lower level in both male
and female teachers due to the tough situation of coronavirus. The result of the
study suggests a significant difference found based on the gender on
continuance commitment. Female employees have more continuance
commitment as compared to male employees, but both have lower levels of
continuance commitment. The study found no significant difference in
normative commitment among male and female employees. Female and male
employees’ level of normative commitment is almost the same lower level. A
significant difference was found between male and female employees in overall
organizational commitment. Further results revealed that female teachers are
more committed as compared to male teachers during this tough situation of the
pandemic. The level of organizational commitment is found low in both female
and male teachers during Covid‐19. They are lower committed to their
respective schools during the Covid‐19 pandemic.

No significant difference in overall job satisfaction among male and female

employees during the Covid‐19 pandemic is found. The further study
determines a positive and significant relationship between organizational
commitment and job satisfaction during the Covid‐19 pandemic. The study
revealed that male and female employees, who are not committed to their
organization during the Covid‐19 situation, are highly dissatisfied with their job.