The Impact of Coronavirus (Covid-19) Pandemic on Employee Engagement and Performance: A Case Study of MTN Nigeria Telecommunications Limited
Abstract:
The covid-19 pandemic has brought
an unprecedented impact on employee engagement and performance. The changing
workplace environment has triggered psychological pressure and uncertainty and
caused negative consequences for employees. In light of this unplanned situation
that affect employees and the predictive closed relationship between employee
engagement and performance, this study was developed to identify the key
drivers of staff engagement and performance and its impact on organizational
performance in the current context. The literature review showed different ways
that researchers, organizations, and scholars perceive employee engagement. Several
models and theories explained the concept of Employee engagement and
performance and provided a context that directs the impact of COVID-19 on staff
engagement and performance. The primary source of data collection was the
online questionnaire. A random sampling of 339 staff was selected from a
population of 1,700 employees in the different departments in MTN Nigeria out
of which 306 respondents provided their feedback and this constituted the
sample size while no response from 33 employees. Five hypotheses were
formulated, and a conclusion was drawn from them. The calculation and analysis
were obtained using the IBM Statistical Package for Social Sciences (SPSS) to get
the Pearson Product Moment Correlation Coefficient while regression analysis was
used to analyse the stated hypotheses. The result summary was analyzed
considering the key objectives, it was evident that the majority of the
employees felt alienated and disengaged due to the prolonged work-from-home, no
informal meetings and socializations even though they still felt engaged while
working for the organization.
References:
[1] Carnevale,
J. & Hatak, I. (2020), Employee adjustment and well-being in the era of
Covid-19. (116), 116-187.
[2] International
Labour Organisation (2020), Managing Work-Related Psychosocial Risks during
the Covid-19 Pandemic. ILO, Geneva, Switzerland.
[3] Adhitama,
J. & Riyanto, S. (2020), The influence of Work Environment on Employee
Engagement and Employee Motivation. Retrieved May 29, 2023 from
https://www.academia.edu/42818538/The_Influence_of_Work_Environment_on_Employee_Engagement_and_Employee_Motivation_at_PT_Koexim_Mandiri_Finance.
[4] Riyanto,
S., Sutrisno, A., & Ali, H. (2017), Impact of Working Motivation and
Working environment on employee’s performance in Indonesia Stock Exchange. International
Review of Management and Marketing, 7(3), 342-348.
[5] Herzberg
F. (1964), The Motivation Hygiene Concept and Problem of Manpower. New
York: Wiley Inc.
[6] Deci,
E., & Ryan, R. (1985), The general causality orientations scale:
Self-determination in personality. Journal of Research in Personality, (19),
109–134.
[7] Kahn,
W. (1990), Psychological conditions of personal engagement and disengagement at
work. Academy of Management Journal. 33(8), 692-724.
[8] Hewitt
Associates (2004), Hewitt Associates study shows more engaged employees drive
improved business performance and return, Press Release, May Green, 2008
[9] Basquille,
M. (2013), In this recession, has engagement remained high. Research within
an Irish financial company. National College of Ireland.
[10] Patro,
C. (2013), The impact of employee engagement on organization's productivity. 2nd
international conference on Managing human resources at the workplace.
[11] Shuck,
B. & Wollard, K. (2010), Employee engagement and HRD. A seminal
review of the foundations. Human Resource Development Review, 9(3),
80-110.
[12] Sundaray,
B. (2011), Employee engagement: A driver of organizational effectiveness. European
Journal of Business and Management, 3(8), 53-59.
[13] Saks,
A. (2006), Antecedents and consequences of employee engagement. Journal of
Managerial Psychology, (21), 600-619.
[14] May,
D., Gilson, R., & Harter, L. (2004), The psychological conditions of
meaningfulness, safety and availability and the engagement of the human spirit
at work. Journal of Occupational and Organizational Psychology, 77(1),
11–37.
[15] Maslach,
C., & Leiter, M. (2001), The truth about burnout: How organizations
cause personal stress and what to do about it. San Francisco.
[16] Robinson,
D., Perryman, S., & Hayday, S. (2004), The Drivers of Employee
Engagement. Institute for Employment Studies, Brighton.
[17] Armstrong,
M. & Taylor, S. (2014), Human Resource Management Practice Gosport:
Ashford Colour Press Ltd., London, United Kingdom.
[18] Luthans,
F. (2005), Organizational Behaviour. McGraw-Hill, Boston.
[19] Robbins,
S. & Judge, T. (2017), Organizational Behaviour: Salema empat
Publisher, Jakarta.
[20] Tower,
P. (2006), Ten steps in creating an engaged workforce: Key European
findings. Towers Perin HR Services.
[21]
MTN Nigeria Communication Plc (2023)
Retrieved 27th January, 2023 from
https://www.mtn.ng/about-us/who-we-are/about-us/our-story/.
