Planning for 'The New Normal': Foresight and Management of the Possibilities of Socio-economic Spillovers due to COVID-19 Pandemic

Buheji, Mohamed; Ahmed, Dunya

doi:10.5296/bms.v11i1.17044

Cited by 20 publications

(16 citation statements)

References 13 publications

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“…The coronavirus pandemic resulted in the largest number of employees worldwide being forced to work remotely, with working at home becoming the new normal [52]. The impact of COVID-19 on the labor market differs considerably between countries.…”

Section: Work Flexibility In Times Of Crisismentioning

confidence: 99%

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

et al. 2020

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In light of future work challenges, actual human resource management (HRM) needs to be redesigned, including long-term development, regeneration, and renewal of human resources, passing from consuming to developing human resources by incorporating the concept of sustainability. Thus, sustainable HRM is seen as an extension of strategic human resources, presenting a new approach to human resource management. The labor market is constantly changing, atypical work acquiring a significant relevance, especially in these current times of coronavirus crisis restrictions. In Romania, promoting the law of teleworking transformed labor flexibility into a topic of interest, and became an increasingly vital requirement for employment and a motivating factor for Romanian employees. In such a context, this paper aims to investigate the link between employee development and worktime and workspace flexibility as relevant characteristics of sustainable HRM, job satisfaction and job performance among Romanian employees in order to identify how to redesign HRM in the face of “future work” challenges. Additionally, the paper aims to examine the impact of different types of flexibility—contractual, functional, working time, and workspace flexibility—in order to highlight the relevance of employee development and employee flexibility as important aspects of sustainable HRM in increasing the overall level of employee job satisfaction. In order to make this possible, an “employee flexibility composite indicator,” which takes into account different types of flexibility, has been developed using feedback from Romanian employees, which was gathered by a national representative survey using multiple correspondence analysis. Furthermore, the impact of both individual and employee flexibility on overall level of job satisfaction has been quantified using binary logistic regression models. Within the research, there is a particular focus on the impact of new types of workspaces (flex office, co-working, total home office, partial home officeCW, HOT, HOP) on job performance, job satisfaction, organizational performance, professional growth and development, social and professional relationships, and personal professional performance as well as on the overall level of work motivation. The empirical results revealed that these new types of workspaces are highly appreciated by employees, generating a growing interest among them. Partial home working, the mix between working from home and working in a company’s office, has been considered an optimal solution in increasing organizational performance, social and professional relationships, learning and personal development, and the overall level of work motivation. The results of the multiple correspondence analysis highlighted a medium level of flexibility among those Romanian employees interviewed, with only one third of them exhibiting high levels of productivity. The empirical analysis of logistic regression analysis pointed out the role of functional flexibility, working time, and workspace flexibility along with the flexibility composite indicator in increasing the level of job satisfaction in employees. Therefore, if the challenge is to redesign the actual human resource management in order to include the concept of sustainability, attention needs to be on a combination of employee development-flexible and time-flexible places, leading to an increase in both employee job satisfaction and organizational performance as important outcomes of sustainable HRM.

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Section: Work Flexibility In Times Of Crisismentioning

confidence: 99%

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

et al. 2020

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“…In addition, seeing the change itself as a new challenge to have various golden opportunities (Ledriyono, 2021;Swari and Darma, 2019;Wahyuni and Darma, 2019;Maharani and Darma, 2018;Kusuma and Darma, 2020;Ferdiana dan Darma, 2019;Permanasari dan Darma, 2013;Darma, 2012;Darma, 2004;Arsriani and Darma, 2013;Dewi and Darma, 2018). According to Buheji (2020), it is said that the New Normal is a broad consequence of changes in the modern world (such as climate change, migration, war, poverty, hunger), apart from the effects of technological developments. New Normal is the result of all changes in behavior and habits carried out during the Covid-19 pandemic which has changed people's lifestyles (Wardana et.…”

Section: Introductionmentioning

confidence: 99%

The Struggle of Hybrid Entepreneur in The New Normal Era

Yogandhi

Darma

2021

JMB

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This study aims to know and analyze about Hybrid Entrepreneur and the strategy of Hybrid Entrepreneur in the New Normal Era. The research setting is the physical environment with a qualitative approach. Key Informan is a Hybrid Entrepreneur determined by Purposive Sampling technique. Data collection was done by interviews, observations and documentation. The data source is from sources that can be used as a Hybrid Entrepreneur model and process by using Strategy Management approach with technical analysis of strategy formulation is based on a three-stage framework of strategy formulation with analysis tools Internal Factor Evaluation Matrix, External Factor Evaluation Matrix, Strengths-Weakness-Opportunities-Threats Matrix and the Quantitative Strategic Planning Matrix. The conclusion are to become a Hybrid Entrepreneur should be based on expertise, while also having the ability to take opportunities and the courage in making business decisions. Market Penetration Strategy is the most appropriate strategy in facing competition in this New Normal era with the best long-term strategy is Integration Strategy, which is to increase the sales network directly to consumers, then increase control over suppliers for product innovation development, and increase competitiveness among others by acquiring competitors.

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“…This is certainly an important note for stakeholders to carry out social interventions in the form of legal regulations or policies that restrict activities for the elderly. Buheji & Ahmed (2020) state that the impact of COVID -19 will clearly provide opportunities and challenges or negative and positive effects on social and economic conditions, there will be many changes in life before and after the COVID-19 pandemic, hidden opportunities and challenges are certainly important to be explored through studies. Furthermore, study on the opportunities and challenges of COVID-19 in socio-economic conditions has been carried out by Mustajab et al (2020) who state that the impact of COVID-19 has forced many organizations to force their employees to work from home, this condition has provided opportunities and challenges for business organizations, including SMEs.…”

mentioning

confidence: 99%

Challenges and Opportunities for Small and Medium Enterprises in Eastern Indonesia in Facing the COVID-19 Pandemic and the New Normal Era

Irawan

2020

TIJAB

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Eastern Indonesia is one of the areas affected by COVID-19 pandemic. Small and Medium Enterprises (SMEs) such as; culinary businesses are the business sector most affected by this pandemic, where the implementation of social restrictions has resulted in decreased income and also changes in business patterns. This condition certainly provides new challenges and opportunities for SMEs owners. The purpose of this study is to explore the challenges and opportunities of SMEs in eastern Indonesia during the COVID-19 pandemic and the new normal era. The study uses a qualitative approach with an exploratory strategy. The results of the study found that to face the new normal era, SMEs have challenges such as the ability of human resources, understanding of information technology, and business model transformation. An interesting finding in this study is that in facing the new normal era, information technology is not a determining factor for increasing consumer trust and increasing income, but product hygiene and environmental sanitation are the determining factors for the existence of SMEs in eastern Indonesia.

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Planning for 'The New Normal': Foresight and Management of the Possibilities of Socio-economic Spillovers due to COVID-19 Pandemic

Cited by 20 publications

References 13 publications

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

The Struggle of Hybrid Entepreneur in The New Normal Era

Challenges and Opportunities for Small and Medium Enterprises in Eastern Indonesia in Facing the COVID-19 Pandemic and the New Normal Era

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