CHAPTER 1: INTRODUCTION

1.0 Overview
In this study, we will look at the overall performance of employees in Malaysia during the
pandemic of Covid-19. We want to know their performance because workers are the backbone
of our economy. Without them, our economy surely will fall and plummet downwards.

1.1)Background of the study

In this study, COVID-19 affected all of us, especially the workers or employees in our
country. We are going to focus on their mood, finances, how are their relationships with their
family and many more. All of this will affect them in many ways that they do not know. For
example, if an employee is not emotionally stable during their work, it will affect their
performance during their working time. This only worsens with the pandemic that was
spreading at that time. This is why it is important to keep up with them so that they do not feel
abandoned or left out. The backbone of our economy, the workers and the employees need to
be looked after to keep up their performance.

1.2) Problem Statement

There are many problems that employees faced during the COVID-19 lockdown period.
Some of the workers face financial problems, mental problems, and family problems. All of
these problems affected their performances such as turning a work late to their bosses or not
working due to being busy handling their family matters. All of this is a huge problem for them
during that time. We found out through our research that 43.9% agree with us that they have a
problem while working at home. That is the family matters, on the other hand, financial
problems are also a problem for them. We also found out that 40.2% faced this problem during
that time. Mental health is also a problem that employees faced during the COVID-19.
Isolation, fear of illness, and worries about the future contribute to heightened levels of stress,
depression, and burnout. In our research, 39.3% cannot handle their thoughts during their
restrictive movement because of the virus. This shows that some employees value their on-
the-field work because they can get their hands on it and learn if they ever make a mistake.
Thankfully they got something out of this because their company or organization indeed helped
some of these employees. 36.3% agree that their company helped them during the stressful
times facing the constraints of the pandemic by providing some allowance to the employees
during the pandemic. Not only do they help them financially, but they also them technically by
providing them with training on how to familiarize themselves with working from home. 40.7%
agree that their company helping them out by giving them training for working at home.
1.3) RESEARCH OBJECTIVES

In response to the unprecedented challenges posed by the COVID-19 pandemic, organizations

worldwide have faced the urgent need to adapt their operations to ensure business continuity
while safeguarding employee well-being. A midst this rapidly evolving landscape, understanding
the dynamics of employee performance has emerged as a critical area of inquiry. This research
aims to explore employee performance during COVID-19 through the following objectives:

1. To examine the impact of remote work arrangements on employee performance metrics

such as productivity, efficiency, and job satisfaction during COVID-19.

2. To identify the key factors influencing employee performance in both remote and on-site
work settings a midst the COVID-19 pandemic, including aspects like work environment,
communication channels, and organizational support

3. To assess the effectiveness of organizational support systems, such as flexible scheduling,

mental health resources, and technological infrastructure, in facilitating optimal employee
performance during the COVID-19 pandemic.

4. To determine the relationship between individual characteristics (e.g., personal traits, job
satisfaction, work-life balance) and employee performance outcomes in the COVID-19
pandemic, aiming to provide insights for tailored interventions and support mechanisms

1.4) RESEARCH QUESTIONS

As the COVID-19 pandemic continues to redefine our work environments, there’s growing curiosity
about its effects on employee performance. In this study, we will deliver four concise questions
aimed at unraveling the complexities of how COVID-19 is shaping employee performance,
especially in Malaysia.

RQ1: Is there any important relationship between job charateristic and employee performance

RQ2: Is there any important relationship between organizational response and employee
experience and employees performance?

RQ3: Is there any important relationship between company support and employees performance?

RQ4: Is there any important relationship between ndividual and employees performance?
1.5) SCOPE OF STUDY

This study, based on responses from 80 respondents collected via Google Forms, will
comprehensively investigate the impacts of COVID-19 on employee performance, focusing on
specific industries while considering geographical variations, temporal changes, and comparative
analyses.

By examining performance metrics before and during the pandemic, the study aims to discern the
unique challenges faced by employees in different sectors and regions, tracking shifts in
productivity, engagement, and well-being over time.

By incorporating cross-sectional and longitudinal perspectives, this research will provide insights
into immediate effects as well as long-term implications for workforce dynamics and organization
resilience. This will be informing targeted strategies for supporting employees an organizing
performance in the post-pandemic era.

CHAPTER 2: LITERATURE REVIEW

2.0 An overview

The dependent variable (DV) and independent variables (IV) will be the main topics of
discussion in this chapter. We anticipate that independent variables will have an impact on
dependent variables. What occurs as a result of the independent variable is referred to as a
dependent variable. Employee’s performance are the dependent variable (DV), whereas
Individual,company support,job characteristic and organizational response and employee
experience are the independent variable.
The journal that we choose from 10 journal that we do in assignment 2 is Improving employee
performance on work efficiency: A survey in employee productivity in Malaysia during Covid-19
pandemic. We choose this journal because the journal is related with our research objective. The
journal name of this research from Universiti Teknologi MARA Cawangan Perlis Jurnal Intelek.
They have 4 author that involved with this research, the first author is Lee Yu Nan. The second
author is Haw Yen Nee. The third author is Ho Hong Ren. The last author is Mohd Remie Mohd
Johan. For this research the year of publication is on 2023. The volume number of this research is
18 and the issue number of this research is 2.

The research objective of this research is to evaluate employee satisfaction, compensation and
benefits, training and development and organizational culture factor contribution to the employee
performance on work efficiency in Malaysia during the Covid-19 pandemic. The variables that
involved in this research is the employee stress with their work and this is for their dependent
variable. For their independent variable is the employee cannot deal with their new work
environment.

The research method that they use in this research is quantitative research method. They adopt a
survey methodology to collect data from employees in various organizations in Malaysia. To
analyze the data, they use descriptive and inferential statistical analyses. The findings of this study
are highly relevant and important and can provide valuable insights for employers and employees
who are looking up to improve their performance and well being in this challenging time.

The comments that they did is the findings suggest that organizations need to invest in employee
training and development programs to help employees adapt to the new work environment during
the pandemic. Such as programs that can help employees develop their new skills and
competencies that are essential for their job rules and improve their overall work efficiency. The
organizations also need to adopt a supportive and positive organizational culture that emphasizes
employee well being and job satisfaction. This will be achieved through policies such as employee
recognition programs, mentoring, coaching programs and regular feedback mechanisms. By
addressing these factors, all the organizations can improve their employee performances and
work efficiency, leading to be better organizational outcomes and success.
2.1 THE DEFINITION OF EACH VARIABLE

2.1.1 Employee Performance

Employee performance is defined as how well a person performs the duties and
responsibilities of their job. Many companies evaluate the performance of their employees
on an annual or quarterly basis to determine specific areas that need improvement and to
encourage further success in areas that meet or exceed expectations. Performance is a
critical factor in organizational success, helping to improve overall productivity, profitability,
and employee morale. By regularly evaluating employee performance, companies can
identify areas that need improvement, provide support and training to employees, and
ensure that everyone is working towards the same goal. The first factor that causes
employee performance to improve is the person himself. As when COVID-19 happened
there, the factor is how health and safety measures are taken care of so as not to affect the
performance of their workers. We must ensure the inspection of the implementation of
health and safety measures in the workplace to protect workers, especially those who
continue to work on site. Adequate safety measures can contribute to the well-being and
performance of employees. Of course, when this epidemic occurs, there will be various
challenges, especially in the employment industry. Organizations need to be aware that
different industries may have faced unique challenges during the pandemic. For example,
sectors that rely heavily on physical presence, such as retail or hospitality, may experience
different performance dynamics compared to industries that can easily transition to remote
work.

2.1.2 Individual

Individuals have an influence on employee performance during COVID-19. Various

circumstances have resulted in limits caused by individuals themselves. Individuals
possess adaptation and resilience. This is evaluated in terms of individuals' ability to adapt
to change and deal with the uncertainty generated by the pandemic. Those who
demonstrate resilience may do better in difficult conditions. Communication skills also
influence how well a person can sustain brand employee performance during COVID-19.
This is because efficient communication, particularly in a remote work environment, has a
substantial impact on performance. Individuals with great communication abilities may
succeed in facilitating teamwork and information exchange.Furthermore, a proportion of
respondents felt that work-life balance is one of the factors influencing job performance.
This investigates how individuals maintain their work-life balance. Those who can draw
clear lines between work and personal life may suffer less burnout and higher performance.
The effectiveness of a person's coping strategies is determined by how effectively they
comprehend how the individual deals with stress and ambiguity. Employees with effective
coping skills can preserve their mental well-being, which can improve performance.
Individuals who take the initiative to identify problems and provide solutions can improve
team performance during uncertain times. When confronted with a situation, proactive
behaviour becomes increasingly important.

2.1.3 Company Support

Throughout Covid-19, the company's support for employees has an impact on their
performance. "A good employer is the best for the best employees" is one of the findings
reached after asking a few employees a variety of questions. During the tight regulatory
measures imposed by Covid-19, remote work infrastructure should be parallel. By
assessing the availability of tools and technology required by the firm to enable remote
work. A well outfitted remote work infrastructure may boost productivity and performance.

Furthermore, the company's support for employee mental health resources is a significant
component to examine when evaluating employee performance, particularly the availability
of mental health support services such as counselling or employee assistance
programmes. Companies that prioritize mental well-being can improve employee
performance by addressing stress and anxiety. Financial help or support supplied by the
employer during the pandemic should be considered as they care for the employee's well-
being. This might include assistance with remote work expenditures, hazard pay, or other
financial support to relieve stress. Companies should provide strong support in terms of
social relationships and team building during the covid-19 period. This is an important
summary given by employees- employees. Evaluate company initiatives to foster social
relationships and team building, even in virtual settings. Maintaining camaraderie can
contribute to a positive work environment and performance.
2.1.4 Job Characteristic

Job characteristics are the specific aspects of everything that influence the way a job is
completed, the nature of the duties required, and an individual's entire work experience.
These attributes should be extremely essential in determining work happiness, motivation,
and performance. The first element influencing employment characteristics during COVID-
19 is acceptance of remote work. The necessity for social isolation and lockdown measures
is driving a rapid trend toward remote work. Employees are working from home, which is
changing the nature of remote employment. This transition affects communication,
cooperation, and the usage of digital technologies.The second consideration is the
influence on the industry. The COVID-19 pandemic will have varying consequences for
various businesses. Healthcare, retail, and logistics are expected to be in high demand, but
tourism, shopping malls, and entertainment venues would be impacted. Job qualities may
be impacted by the industry's resilience or sensitivity to upheaval.

The third reason is economic uncertainty. During the COVID-19 pandemic, economic
issues led to job losses, leave, and financial instability. Economic conditions impact
employment qualities, as do worries about job security and income reduction.The fourth
component is health and safety precautions. Jobs that involve cross-cutting across many
industries must adopt health and safety precautions to protect themselves against the
COVID-19 epidemic. This involves adjustments to the office structure, the implementation
of remote work regulations, and the application of rigorous hygiene measures.
2.1.5 Organizational Response And Employee Experience

The response of the organization and employee experience when the company operates
during COVID-19 is very important, because this is one of the ways and actions that the
organization can take by analyzing their employees and evaluating them in terms of their
work, work experience, and reputation. Clear expectations. and goal alignment are
essential for organizations to identify what is happening within their organization. This is
because organizations that set clear expectations and align individual goals with overall
organizational objectives give employees a sense of purpose. Clarity in expectations
positively affects employee experience and is linked to improved performance during
uncertain times. In addition, recognition and appreciation must be emphasized by
organizations to improve and have a positive impact on employee experience. Recognizing
and appreciating employee efforts becomes important during the pandemic. Organizations
that implement effective recognition programme and convey appreciation for employee
resilience have a positive impact on the employee experience, contributing to sustainable
high performance. Flexibility and work-life balance among employees are also two of the
causes that must be monitored by the organization. This is the organization that
demonstrates flexibility in work arrangements, acknowledges the challenges employees
face in balancing work and personal life during the pandemic, and contributes to a positive
employee experience. This flexibility has a direct impact on employee well-being and,
consequently, performance.
2.2 Research Hypothesis.

A research hypothesis is a statement or proposition that expresses a prediction or

expectation about the relationship between variables or phenomena in a research study. It
is a tentative explanation or educated guess that the researcher formulates based on
existing knowledge,theories, or observations.

H1: There is significant relationship between job characteristic and employees performance

H2: There is significant relationship between organizational response and employee

experience and employees

H3: There is significant relationship between company support and employees performance

H4: There is significant relationship between individual and employees performance.

2.3 Research Framework

A research framework, also known as a theoretical framework or conceptual framework, is

a structure or a set of concepts, theories, and ideas that guide and inform the design,
execution,and interpretation of a research study. It provides a foundation for organizing and
understanding the various elements of the research, such as the research problem,
research questions,variables, and relationships between them.

INDEPENDENT VARIABLES DEPENDENT

VARIABLES

INDIVIDUAL

COMPANY SUPPORT

EMPLOYEE’S PERFOMANCE

JOB CHATERISTIC

ORGANIZATIONAL
RESPONSE AND
EMPLOYEE
EXPERIENCE

Figure 2.1 Research Framework

CHAPTER 3 :RESEARCH METHODOLOGY

3.0 An Overview / Introduction

Methodology refers to the methods used to collect, organize, and analyse data for a study
topic. This chapter covers research design, variable measurement and instrumentation,
data collection, and analysis. The major focus of this study is the relationship between
employee feedback and their performance throughout COVID-19.

3.1 Research Design

A researcher's research plan is a methodical approach to data collection and analysis in

order to get a deeper understanding of a topic or situation. This study employed a
quantitative research approach to investigate the association between work satisfaction,
time management, family support, and academic performance. Correlation research allows
researchers to collect extensive data, compare studies, analyse relationships, and make
predictions. As a result, the ideas and discoveries are more practical and relevant to human
behaviour.

The correlation research model is often used to evaluate the validity and reliability of study
measures. The study uses a descriptive survey as its research approach.The purpose of
this study is to describe and identify the relationship between the dependent and
independent variables. Because this is a quantitative study, the data was collected through
the distribution of a questionnaire to a specific group of people.
 3.2 Instrument Development / Questionnaire Development

Table 3.1 Instrument development / Questionnaire development

Section Dimensions Number Of Question

A Gender, Age, 1. Gender

Working Sector, Marital 2. Age

Status , Period of Work ,
3. Working Sector
Employee Opinions ,
Range of Salary 4. Marital Status

5. How Long Was The Duration For You To

Work At Home During COVID-19?

6. Do You Think That Your Company

Should Let Their Workers Work from
Home More Often?

7. The Range Of Your Salary During

COVID-19?

B Part 1: Individual 1. I faced financial constraints during the

pandemic that affected our lives
Independent
Variable 2. I experienced some problems involving
relationships between family and friends
during the pandemic period which affected
my performance.

3. My health during the epidemic was not

very good and it made it difficult for me to
work.

4. I feel a little doubtful about my emotions

and health being affected and it has affected
my performance.

5. Work stress during the pandemic has

 caused me to feel depressed or anxious.

6. My physical health greatly affect the my

motivation to work well

Part 2 : Company 1. My company will give medical leave to an

Support employee who caught COVID- 19.

2. My company has provided some

allowance to the employee during the
pandemic.

3. My company has provided training to

employees to familiarize them with working
from home.

4. My company has provided motivational

specialists to employees who are depressed
due to working from home.

5. My company has good teamwork when

employees have to work from home.

6. My company understands the constraints

that each employee faces while

working from home.

Part 3: Job Characteristic 1. The transition to remote work has brought

about both positive and negative
repercussions on my job performance amid
the COVID-19 pandemic.

2. The adaptability of work schedules and

locations plays a pivotal role in shaping my
overall job performance in the evolving post
COVID- 19 work environment.
 3. The burden of workload and heightened
job-related stress has notably influenced my
performance since the commencement of the
COVID-19 pandemic.

4. The configuration of job roles and

responsibilities holds sway over my
effectiveness in carrying out my duties a
midst the current work landscape shaped by
the COVID-19 pandemic.

5. The presence and adept utilization of

technology and tools wield a considerable
impact on my performance in the post-
COVID-19 work environment.

6. Exploring the impact of virtual collaboration

tools on team dynamics and my job
performance in the context of remote work
during the COVID-19 pandemic is essential.

Part 4 : Organizational 1. I believe that I have demonstrated good

Response And Employee resilience in adapting to changes during the
Experience outbreak.

2. My organization provides good support

after the pandemic in terms of work
arrangements, health, and well-being.

3. From my perspective, the organization

communicates effectively after the changes
and updates related to the COVID-19
pandemic.

4. I have had opportunities for skills

development and training provided by the
 organization during the pandemic.

5. In my view,the organization demonstrated

a high level of adaptability in response to the
pandemic.

6. I feel that leadership has been supportive

in addressing the challenges

posed by the pandemic.

C Employees Performance 1. I cannot manage my mental and physical

health in order to improve performance.
Dependent
Variables 2. I agree with the statement that my work
performance before the pandemic was better
than during the pandemic.

3. I giving commitment when working to

improve performance.

4. Spending time with family or friends can

reduce my anxiety at work.

5. I agree that my organization deserves

recognition for the support they give to my our
performance.

6. My negligence cause any work to be

affected.

7. I believe that balancing my daily life can

restore my work performance.

3.3 Unit of Analysis

SPSS was used to code and compile data from respondents.
Software version 22.0. Statistical tests were used to determine hypothesis testing.

The data analysis procedure is detailed in the next section.

3.4 Sampling Frame

For the demographic characteristics being investigated, such as gender, age, education

level, and occupation, frequency analysis was used. This analysis is helpful in

determining the frequency and proportion of respondents who took part in the survey

3.5 Data Collection

Data collection is a fundamental tool in research. According to Paradis et al. (2016), the
researcher's technique and analytical approach shape how information is used and
interpreted.
Focus groups, as described by Paradis et al., are used to gather data in a group setting.
The moderator may pose predetermined interview questions to participants individually or
use a script to stimulate group conversations. They are most effective 3.4 when a group's
cumulative experiences may provide more insight on a social phenomena than those of a
single person.

Focus groups are an effective tool for recording both similar and diverse points of view
because they allow researchers to capture participants' replies to remarks and ideas made
by other participants. Textual analysis is useful for analyzing changes in official views on a
topic, documenting practices, and exploring the perspectives of individuals through written
reflection.

Textual analysis can be used as the principal methodology in a research project or to

contextualize results from another method. Documents can contain newspaper or research
articles, governmental reports, organizational rules and protocols, letters, records, videos,
pictures, art, meeting notes, or checklists, depending on the study's subject. (2016)\

3.6 Proposed Data Analysis

Data analysis is the conversion of raw data into meaningful information. To ensure reliable
results, incorrect questionnaires were eliminated after assessing whether respondents
accurately completed all questions. The statistical output will be created using SPSS
software version 21.0 to analyse all collected data and questions. SPSS is a tool for
quantitative problem-solving, data analysis, and evaluating research results.

CHAPTER 4
DATA ANALYSIS AND FINDINGS

4.0 AN OVERVIEW OF DATA ANALYSIS AND FINDINGS

This chapter includes information and findings that were gathered from private sector and
government sector who were asked to complete and submit an online survey. The goal of
this study is to determine the effects of employee performance during the Covid-19. Key-
points were grouped into two which is the dependent variable and the independent variable.
The dependent variable is the employee performances. The independent variable is
individual, company support, job characteristic and organizational response and employee
experience. This study aims to achieve objective of this research, and to hypothesize
relationship discussed in the previous chapter. The target of respondent is 150 but we just
got 102 respondents. It is because they have their own time towards their job and cannot
contribute to full fill the google form.

4.1 PREMILINARY DATA ANALYSIS

4.1.1 DATA CODING

SECTION A: DEMOGRAPHIC PROFILE OF RESPONDENTS

This section shows about the respondent’s demographic profile from the results of analysis.
Respondents’ profiles include characteristics at a point in time which is gender, age,
working sector, martial status, how long was the duration for you to work at home, should
employees be able to work from home, how effective was communication within your
department during the pandemic.

4.1.1 GENDER RESPONDENTS

Based on the findings, Table 4.1 lists a total of 102 respondents who a working from home
during Covid-19 pandemic. 53.9% of the respondents were female, which translates to 55
female respondents, and 46.1% is were male, which translate to 47 male respondents. In
this respondent, there were 8 more female responses than male, according to the data.
This suggests that the study was objective because it took into account both males and
females. The researcher wanted to determine how the responses were distributed by
gender. The results are shown in Table 4.1. The findings of respondents who indicated their
gender are shown in Figure 4.1 above.

Table 4.1 Gender Respondents

Gender Frequency (employee) Percentage (%)

Female 55 53.9%
Male 47 46.1%
Total 102 100%

Figure 4.1 Gender group

4.1.2 AGE RESPONDENTS

Based on the findings, Table 4.2 lists a total of 102 respondents who took part in the
working. The first age group is 18-20 which is 5.9%, which translate into 6 employees. The
second group is 21-30 which is 46.1%, which translate into 47 employees. The third group
is 31-40 which is 24.5%, which translate into 25 employees. The fourth group is 41-50
which is 15.7%, which translate into 16 employees. The fifth one is 51-60 which is 7.8%,
which translate into 8 employees. The majority of the age group which have respondent to
our survey is the age 21-30 which is 46.1%, which translate into 47 employees. The least
respondent is the age 18-20 which is 5.9%, which translate into 6 employees. The results
are shown in Table 4.2. The findings of respondents who indicated their age are shown in
Figure 4.2 above.

Age Frequency (employees) Percentage (%)

18-20 6 5.9%
21-30 47 46.1%
31-40 25 24.5%
41-50 16 15.7%
51-60 8 7.8%
61 or above 0 0%
Total 102 100%

Table 4.2 Age Respondents

Figure 4.2 Age

4.1.3 WORKING SECTORS

Based on the findings, Table 4.3 lists a total of 102 respondents who took part in the
working. The first group is private sector 54.9%, which translate into 56 employees who are
working at private sector. The second group is government sector 45.1%, which translate
into 46 employees who are working at government sector. In this respondent, there were 10
more employees who are working at private sector. The results are shown in Table 4.3. The
findingss of respondents who indicated their working sector are shown in Figure 4.3 above.

Table 4.3 Working Sector

Working Sector Frequency ( employees) Percentage (%)

Private Sector 56 54.9%
Government Sector 46 45.1%
Total 102 100%

Figure 4.3 Working sector

4.1.4 MARTIAL STATUS

Based on the findings, Table 4.4 lists a total of 102 respondents who took part in the
employees working. The first martial status is married 37.6%, which translate into 38
employees who already married. The second martial status is single 52.5%, which is
translate into 53 employees who are still single. The last one is martial status divorce 9.9%,
which is only 10 employees who are divorce. Based on the date, the majority of martial
status is single 52.5%, which is 53 employees who are still single. The least martial status
group is divorce 9.9%, which is only 10 employees who are divorce. The results shown in
Table 4.4. The findings of respondents who indicated their martial status are shown in
Figure 4.4 above.

Table 4.4 Martial Status

Martial Status Frequency (employees) Percentage (%)

Married 38 37.6%
Single 53 52.5%
Divorce 10 9.9%
Total 102 100%

Figure 4.4 Martial status

4.1.5 How long was the duration for you to work at home?

Based on the findings, Table 4.5 lists a total of 102 respondents who are took part in the
working. The first group is 0-6 months 17.6%, which is translate into 18 employees. The
second group is 7 months- 1 year 33.3%, which is translate into 34 employees. The third
group is 1 year- 1 and second half year 26.5%, which is 27 employees. The fourth group is
1 and second half year – 2 year 18.6%, which is 19 employees. The last group is
continuously 3.9%, which is 4 employees. Based on the data, majority of the group is 7
month – 1 year 33.3% which is 34 employees are working at home. The least of the group
is continuously only 3.9%, which is 4 employees are working continuously at home. The
results are shown in Table 4.5. The findings of respondents who indicated their how long
was the duration for you to work at home are shown in Figure 4.5 above.

Table 4.5: How long was the duration for you to work at home

How long was the duration Frequency (employees) Percentage (%)

for you to work at home
0-6 month 18 17.6%
7 month – 1 year 34 33.3%
1 year – 1 and half year 27 26.5%
1 and half year – 2 year 19 18.6%
Continuously 4 3.9%
Total 102 100%

Figure 4.5 How long was the duration for you to work at home

4.1.6 SHOULD EMPLOYEES BE ABLE TO WORK FROM HOME, IN YOUR OPINION

Based on the findings, Table 4.6 lists a total of 102 respondents who took part in the
working. The first group is yes 71.6%, which translate into 73 employees who are said yes
to be able for work at home. The second group is no 28.4%, which translate into 29
employees who are said no for working at home. In this respondent, there were 44 more
employees who are said yes to be able working from home. The results are shown in Table
4.6. The findingss of respondents who indicated their working sector are shown in Figure
4.6 above.

Should employees able to Percentage (%)

Frequency (employees)
work from home
Yes 73 71.6%
No 29 28.4%
Total 102 100%

Figure 4.6 Should employees be able to work from home, in your opinion

4.1.7 HOW EFFECTIVE WAS COMMUNICATION WITHIN YOUR DEPARTMENT DURING

THE PANDEMIC

Based on the findings, Table 4.7 lists a total of 102 respondents who are took part in the
working. The first group is very effective 17.6%, which is translate into 18 employees. The
second group is effective 39.2%, which is translate into 40 employees. The third group is
neutral 25.5%, which is 26 employees. The fourth group is ineffective 15.7%, which is 16
employees. The last group is very ineffective 2%, which is 2 employees. Based on the data,
majority of the group is effective 39.2% which is 40 employees are have a good
communication in their department. The least of the group is very ineffective 2%, which is 2
employees are did not have a good communication in their department. The results are
shown in Table 4.7. The findings of respondents who indicated their how effective was
communication within your department during the pandemic are shown in Figure 4.7 above.

How effective was Frequency (employees) Percentage (%)

communication within
your department during
the pandemic
Very effective 18 17.6%
Effective 40 39.2%
Neutral 26 25.5%
Ineffective 16 15.7%
Very ineffective 2 2%
Total 102 100%

Figure 4.7 How effective was communication within your department during the pandemic

4.2 DESCRIPTIVE STATISTIC ANALYSIS

Table 4.8 shows the descriptive analysis of the variables, starting with individual, company
support, job characteristics, organizational respons and employee experience and last is
employee performances. All of the independent variable have added 6 questions.
Meanwhile, there were 7 questions added in the dependent variable which is in the
employees performance section. Based on the descriptive analysis table, the mean of
individual is 2.2320 and the standard deviation is 0.83651. The mean of comoany support is
2.1062 and the standard deviation is 0.86038. The third variables is job characteristics, the
mean of job characteristics 2.0441 and the standard deviation is 0.80288. The fourth
variables is organizational respons and employee experience the mean is 2.1340 and the
standard deviation is 0.82522. Finally the mean of employees performance is 2.1289 and
the standard deviation is 0.74692. The N value is 102 for all the variables.

Table 4.8 Descriptive Statistic Analysis

Descriptive Statistic N Mean Standard Deviation

Analysis
Individual 102 2.2320 0.83651
Company Support 102 2.1062 0.86038
Job Characteristic 102 2.0441 0.80288
Organizational 102 2.1340 0.82522
Responses and
Employee
Experience
Employee’s 102 2.1289 0.74692
Performances

4.3 RELIABILITY ANALYSIS

The Cronbach’s alpha test to assess the internal consistency and reliability for the five
variables is shown in Table 4.9. For the bottom limit of acceptable, Cronbach’s alpha is
frequently utilized as 0.70. When a variable’s elements are homogeneous and measure the
same constant, the value is greater than 0.70. The values of each variables that has been
examined are displayed in the table below.

Table 4.9 Reliability Analysis

Variable Number of items Cronbach alpha

Individual 6 0.775
Company support 6 0.766
Job Characteristics 6 0.778
Organizational response 6 0.756
and employee experience
Employee performance 7 0.718

4.4 DATA ANALYSIS

4.4.1 Hypothesis Testing Test

Table 4.10 Hypothesis Testing Table

Hypothesis Testing
H1: There is significant relationship between job Accepted
characteristics and employees performance

H2: There is significant relationship between Accepted

organizational response and employee experience
towards employees performance
H3: There is significant relationship between company Accepted
support and employees performance

H4: There is significant relationship between individual Accepted

and employees performance

Hypothesis testing was used to assess the connection between the dependent and
independent variables. According to the testing findings, all of the covariates are positively
associated with the dependent variable.

4.4.2 Simple Correlation

 Table 4.11 Correlation Table

Correlations

Employee Individual
Performance Character
EMPLOYEE PERFORMANCE Pearson 1 .587**
Correlation
Sig. (2-tailed) <.001
N 102 102
INDIVIDUAL CHARACTERISTICS Pearson .587** 1
Correlation
Sig. (2-tailed) <.001
N 102 102
**. Correlation is significant at the 0.01 level (2-tailed).

The table 4.11 shows the correlation between the dependent and independent variables.
The independent variable are individual characteristics such as personal traits, job
satisfaction or work life balance significant to the dependent variable employee
performance. The correlation analysis is employee performance during Covid-19. The N
value is 102. If the p values is less than 0.05 indicated the relationship between variables is
establish or if the P value is above than 0.05, the relationship between variables is failed to
establish. The beta value between employee performance and individual characteristics is
0.587. Based in the analysis result, P value =0.000, which is less than 0.05, hence the
relationship between employee performance and individual characteristics is established.

Table 4.12 Correlation Table

Correlations
Employee
Performance Job characteristics
 EMPLOYEE Pearson 1 .569**
PERFORMANCE Correlation
Sig. (2-tailed) <.001
N 102 102
JOB Pearson .569** 1
CHARACTERISTICS Correlation
Sig. (2-tailed) <.001
N 102 102
**. Correlation is significant at the 0.01 level (2-tailed).
The table 4.12 also shows the correlations between the dependent and independent
variables. The dependent variables are job characteristics and the independent variables is
employee performance. The impact of work arrangements on employee performance
metrics such as productivity, efficiency, and job satisfaction during Covid-19. The
correlation analysis is employee performance. The N value is 102. If the P value is less
than 0.05 indicated the relationship between variables is establish of if the P value is above
than 0.05, the relationship between variables is failed to establish. The beta value between
job characteristics and employee performance is 0.569. Based in the analysis result, P
value =0.000, which is less than 0.05, hence the relationship between employee
performance and individual characteristics is established.

Table 4.13 Regression Table

Descriptive Statistics
Mean Std. Deviation N
 EMPLOYEE 2.1289 .74692 102
PERFORMANCE
COMPANY 2.1062 .86038 102
SUPPORT

The table 4.13 also show the regression between the dependent and independent
variables. The dependent variables are company support and the independent variables is
employee performance. To assess the effectiveness of organizational support systems,
such as flexible scheduling and mental health resources in facilitating optimal employee
performance during the Covid-19 pandemic.

Table 4.14 ANOVA

ANOVA
EMPLOYEE PERFORMANCE
Sum of
Squares df Mean Square F Sig.
Between 23.829 15 1.589 4.201 <.001
Groups
Within Groups 32.518 86 .378
Total 56.347 101

The model of this study is a good descriptor of the relation between the dependent and
predictor variables. Based on the table, the value for F is 4.201 and its significance level is
less than 0.05. This can conclude that the model is significant. Therefore, all the four
variables are significant to explain the variance towards the dependent variable.

4.5 SUMMARY OF DATA ANALYSIS AND FINDINGS

This chapter's summary offers an introduction to the research findings as shown on the
cover. First, each item's data coding is particular to the table above. Using descriptive
analysis, such as frequency, the respondent's demographic profile might be clearly stated.
Third, Cronbach's alpha is used to determine the validity of the entire hypothesis. Cronbach
alpha has a widely used value of 0.70. Consider all of the components in this case, which
total more than 0.70, including the individual, corporate support, job characteristics,
organizational reactions, employee experience, and employee performance. In addition, the
last component employs simple correlation analysis (Pearson Correlation) to demonstrate
the link between the independent and dependent variables.

CHAPTER 5:

DISCUSSION AND CONCLUSION

5.0 OVERVIEW
In this chapter, we will discuss the discovery of the research based on the data we
collected. Multiple hypotheses can be related to this research and multiple conclusions can
be drawn from our research. The findings of chapter 4 are also will be discussed in this
chapter.

5.1 DISCUSSION AND FINDINGS

From the findings in Chapter 4 and the summary of the main findings in Chapter 5,
the researcher concludes that multiple things affect the employees’ performance during the
pandemic. Based on the studies that we conducted, we found that there are multiple
independent variables. Job characteristics, Organizational response and employee
experience, company support and individual are all independent variables. The following
sections will provide full discussions of the study’s findings.

R01: Examine the impact of the remote work arrangement on employee performance.

Based on our research there are significant impacts on the employee's performance during
the pandemic. This is because there are employees who are affected by this staying at
home where they need to balance their work and their families for those who have a family.
They cannot fully focus on one thing that is important to them which is their family and focus
on another thing that is important to them which is their job. Thus, their performance was
affected by this pandemic.

RO2: To identify key factors influencing employee performance in both remote and on-site
work settings during COVID-19

Based on our research, some key factors influence employee performance in both remote
and on-site work settings during COVID-19. For those employees who need to stay at
home during the pandemic, they faced the challenging task of juggling both work and family
at the same time. This will affect their performance because they are distracted by their
family and cannot fully focus on their job. For those employees that need to be on-site, they
need to be careful and wear a mask all of the time during their work hours so they can limit
the pandemic spreading. They also need to maintain their distance so that they can limit the
COVID-19 spreading to one the other person. This factors, affects their performance
because they are not yet fully comfortable with their surroundings.
RO3: To assess the effectiveness of organizational support systems, such as flexible
scheduling, mental health resources, and technological systems that facilitated optimal
employee performance during COVID-19.

Our research shows that employees' organizational do support systems such as flexible
scheduling, mental health resources, and technological systems that make it easier for
them to do their jobs. Our respondent agrees that their organization support them if they are
having trouble adjusting to the work-at-home period. Their Organizational provides their
employees with motivational specialists for employees who are depressed due to working
from home. This boosts their spirits thus affecting their performance during the pandemic.

R04: To explore the relationships between individual characteristics such as personal traits,
job satisfaction and employee performance outcomes in the COVID-19 pandemic.

Our research shows that there are relationships between individual characteristics such as
personal traits, job satisfaction and employee performance outcomes in the COVID-19
pandemic. Things such as their mood or emotions will affect their performance.

5.2 SIGNIFICANT OF THE RESEARCH

1. Theoretically
This research contributes to theoretical advancements by enhancing our
understanding of employee performance dynamics during crises, particularly within
the context of the Covid-19 pandemic in Malaysia. By investigating the factors
influencing productivity, engagement, and resilience, the study enriches existing
theories on organizational behavior, crisis management, and human resource
management. Moreover, the longitudinal and qualitative approaches employed in
this study provide valuable insights into the complex interplay between individual,
organizational, and environmental factors shaping employee performance, thereby
informing and refining theoretical frameworks in the field.

2. Practitioners
For practitioners, such as HR professionals and organizational leaders, this research
offers actionable insights for enhancing employee support and performance
management strategies during times of crisis. By identifying key resilience factors
and effective engagement strategies, organizations can develop targeted
interventions to foster a more resilient and productive workforce. Additionally, the
 comparative analysis across industries and regions provides bench marking
opportunities, allowing practitioners to learn from successful practices in similar
contexts and adapt them to their own organizations. Ultimately, the findings of this
research can inform evidence-based decision-making and resource allocation to
optimize employee well-being and organizational performance.

3. Policy Makers
Policy makers at the governmental and organizational levels can leverage the
findings of this research to inform policy development and resource allocation
strategies aimed at supporting employees and organizations during crises. Insights
gained from longitudinal studies can guide the formulation of resilient workforce
policies and programs, ensuring the continuity of essential services and economic
stability in the face of future disruptions. Moreover, understanding the impact of
technology adoption and remote work on employee performance can inform the
development of digital infrastructure and telecommuting policies to facilitate remote
work arrangements while safeguarding employee well-being and productivity. By
aligning policies with empirical evidence on employee performance dynamics, policy
makers can promote the resilience and sustainability of the workforce and economy
in Malaysia.

5.3 LIMATATION OF STUDY

While this study offers valuable insight into employee performance during COVID-19
pandemic in Malaysia, it is important to acknowledge certain limitation. Firstly, the use of a
Google Form survey may have introduced sampling bias, potentially skewing the
representation of respondents towards those with internet access and digital literacy.
Consequently, caution is warranted when generalizing the findings to the broader
population of Malaysian employees.

Secondly, self-reporting bias may have influenced participants respondents, potentially

affecting the accuracy of the data. Moreover, the dynamic nature of the pandemic presents
challenges in fully capturing its impact on employee behavior and performance.

Additionally, the study’s reliance on specific measurements metrics may have limited on the
depth analysis, potentially overlooking certain nuances in employee’s performance. While
the findings provide valuable insights, these limitations underscore the need for cautious
interpretation and highlight avenues for future research to address their constraints and
further enrich our understanding of employee performance dynamics during times of crisis.

5.4 RECOMMENDATION FOR FUTURE RESEARCH

The COVID-19 pandemic has made work tricky for many people in Malaysia. This study
looks how employees are doing during this tough time. We want to know what helps them
do well and stay strong despite the challenges. By figuring this out, we can help companies
support their workers better.

1. Longitudinal Studies
Conduct longitudinal studies to track chances in employee performance over time,
allowing for a more comprehensive understanding of the long-term effects of the
COVID-19 pandemic on workforce dynamics in Malaysia.
2. Qualitative Research
Complement quantitative surveys with qualitative research methods such as
interviews or focus groups to gain deeper insights into the experiences and
perceptions of employees during times of crisis, helping to contextualize quantitative
findings and uncover nuanced influencing performance.

3. Comparative Analysis
Expand the scope of research to include comparative analyses across different
industries, organizational sizes, and geographic regions within Malaysia to assess
how contextual factors influence variations in employee performance and responses
to crises.

4. Exploration of Resilience Factors

Investigate factors that contribute to employee resilience and adaptation during times
of crisis, including organizational support systems, leadership strategies, and
individual coping mechanisms, to identify best practices for promoting resilience in
the workforce,

5. Technology Adoption and Remote Work

 Explore the impact of technology adoption and remote work practices on employee
performance and well-being, considering factors such as digital literacy, access to
resources, and the effectiveness on virtual collaboration tools

6. Employee Engagement Strategies

Examine the efficacy of different employee engagement strategies, such as flexible
work arrangements, remote team-building activities, and wellness programs, in
maintaining productivity and morale during prolonged periods of disruption.

By addressing these areas of research, future studies can contribute to a more

comprehensive understanding of employee performance dynamics during crises like
the COVID-19 pandemic and inform evidence-based strategies for enhancing
workforce resilience and productivity in Malaysia and beyond

5.5 SUMMARY OF THE MAIN FINDINGS

RESEARCH OBJECTIVE RESEARCH HYPOTHESES RESULT

RO 1:
Examine the impact of the
remote work arrangement on
employee performance
QUESTIONS
RQ1: Is there any There is significant
important relationship relationship between
between Job job characteristic and
Characteristic ? employees Accepted
performance

RO 2: RQ2: Is there any There is significant

To identify key factors important relationship relationship between
influencing employee between between organizational
performance in both remote organizational response and Accepted
and on-site work settings response and employee
during COVID-19 employee experience experience and
and employees employees
performance? performance

R0 3: RQ3: Is there any There is significant

To assess the effectiveness important relationship relationship between
 of organizational support between company company support
systems, such as flexible support and and employees
scheduling, mental health employees performance
resources, and technological performance?
systems that facilitated Accepted
optimal employee
performance during COVID-
19

R0 4: RQ4: Is there any There is significant

To explore the relationships important relationship relationship between
between individual between individual individual and
characteristics such as and employees employees
personal traits, job performance? performance
satisfaction and employee Accepted
performance outcomes in the
COVID-19 pandemic

Based on the research in chapter 4, the findings and results are for the demographic
profile of respondents clearly stated by using pie chart analysis and the percentage of the
pie charts for each demographic information. By using those results we can conclude that
there is significant change to employee performance during COVID-19.

According to the table above, the first objective, research question and hypothesis
are accepted. There is a positive impact of remote work arrangements during the COVID-
19 pandemic. The second objective, research question and hypothesis are accepted. There
are key factors influencing employee performance in remote and on-site work settings.
Next, the third objective is to assess the effectiveness of organizational support systems,
such as flexible scheduling, mental health resources, and technological systems that
facilitated optimal employee performance during COVID-19. This objective and hypothesis
are accepted because the employee’s organization support system does make it easier for
the employees to work at home. Lastly, the fourth objective is to explore the relationships
between individual characteristics such as personal traits, job satisfaction and employee
performance outcomes in the COVID-19 pandemic. This objective and hypothesis are
accepted because there are relationships between individual characteristics and employee
performance.

REFFERENCES