The influence of COVID-19 on employee ergonomics and employee engagement of banking employees

Abstract

PurposeThe paper aims to provide insights into the influence of COVID-19 on employee engagement and ergonomics in the banking sector. The purpose of this study is understood from the perspective of impact of the pandemic on banking employees.Design/methodology/approachData for the study are collected from the employees working in the banking sector of India. The study applied the partial least squares (PLS) method of analysis to understand the relationship between employee engagement and ergonomics in the banking sector.FindingsThe findings of the study suggest results with regards to change in the perception of the employees in the bank and its influence on the work ergonomics due to pandemic. The findings indicate that banks need to develop measures and strategies for improving employee engagement programs and work ergonomics at banks.Research limitations/implicationsThe study is confined to the banking employees working in a specific region. Therefore, future research could focus more on the influence of Covid-19 on the organizational culture of the banking system and provide insight into this direction of research.Practical implicationsThis study provides directions for human resource management for developing effective practices for improving the performance of the employees in the banking sector.Social implicationsThis study offers support to the banking sector by providing insights into how it can improve the working environment and, thereby, enhance working in the banking sector.Originality/valueThis is the study that attempts to provide insights into how ergonomics is important for working in the banking sector, especially during a pandemic. The findings provide important implications for the banking sector and improve work ergonomics.

High-involvement work practices, work engagement and their effects on bank employees' turnover intentions: the moderating role of functional competence

“…In contrast, empowerment practices may benefit less competent employees during challenging times by increasing their sense of control and value within the organization. According to Kulkarni et al (2022), the Covid-19 pandemic prompted banking organizations to shift from hierarchical to agile structures, providing front-line employees greater autonomy and flexibility. Additionally, the moderating role of functional competence was insignificant in the relationship between training and work engagement.…”

“…decline in sales performance). Furthermore, the Covid-19 pandemic has posed significant threats to the sustainability of Bangladeshi banks (Barua and Barua, 2021), which could have a negative spillover impact on bank employees regarding their perceptions and challenges of the banking sector (Kulkarni et al, 2022). With this realization, it is imperative to ferret out and test the factors that would alleviate bank employees' turnover intentions.…”

“…Sheehan et al, 2019), the mediating role of work engagement in the HIWP dimensions -turnover intentions relationship has not been empirically investigated in a crisis and banking sector of developing country context like Bangladesh so far. Work-engaged employees are more suited to adapt to changing work settings and difficult conditions (Kulkarni et al, 2022). During the Covid-19 pandemic, bank employees demonstrated courage and guaranteed the continuation of financial operations (Kulkarni et al, 2022).…”

“…Work-engaged employees are more suited to adapt to changing work settings and difficult conditions (Kulkarni et al, 2022). During the Covid-19 pandemic, bank employees demonstrated courage and guaranteed the continuation of financial operations (Kulkarni et al, 2022). Furthermore, work engagement was included in the proposed model of the study because "Contrary to those who suffer from burnout, engaged employees have a sense of energetic and effective connection with their work, and instead of stressful and demanding they look upon their work as challenging."…”

The Role of Knowledge Management on the Relationship of Learning Organisations and Employees’ Behavior in Thailand’s Hotel Industries Crisis

“…A positive attitude should result in good behaviour through work engagement. This concept responds to the idea of managing people that need to connect the organisational working systems together in order to determine the direction in which employees feel they can work without the internal obstacles (Kulkarni et al, 2022).…”