Analysis of HR Management and Organizational Support in Maintaining Employee Well-Being and Performance When Working from Home During COVID-19
Abstract
he COVID-19 pandemic has paralyzed the economy in many countries. The Indonesian government decided to implement large-scale social restrictions to handle COVID-19. This policy encouraged various activities to be carried out at home. Some companies decided to encourage their employees to work from home (WFH). This study aimed to explore HR policies during the COVID-19 pandemic in maintaining employee performance in airport-management companies. This research used online questionnaires to reduce face-to-face interaction and was assisted by the HR departments in the companies. This research confirmed that HR practices and perceived organizational support positively influenced job performance. This study could not show the role of employee well-being as a mediator, which is related to HR practices and POS not having been proven to affect employee well-being. In addition, the results did not show that employee well-being affects job performance.
Keywords: Maintaining Employee, Organizational Support, Performance, HR Policies, Work From Home
References
[1] Alfes, K., Shantz, A. and Truss, C. (2012). The Link between Perceived HRM Practices, Performance and Well-Being: The Moderating Effect of Trust In The Employer. Human Resource Management Journal, vol. 22, issue 4, pp. 409–427.
[2] Boxall, P. and Purcell, P. (2008). Strategy and Human Resource Management (2nd ed.). Basingstoke: Palgrave Macmillan.
[3] Bowen, D.E. and Ostroff, C. (2004). Understanding HRM-Firm Performance Linkages: The Role of the ‘Strength’ of the HRM System. Academy of Management Review, vol. 29, issue 2, pp. 203-221.
[4] Chen, Y.-P. and Shaffer, M. A. (2017). The Influences of Perceived Organizational Support and Motivation on Self-Initiated Expatriates’ Organizational and Community Embeddedness. Journal of World Business, vol. 52, issue 2, pp. 197–208.
[5] Choi, J. and Lee, K. (2013). Effects of Employees’ Perceptions on the Relationship Between HR Practices and Firm Performance for Korean Firms. Personnel Review, vol. 42, issue 5, pp. 573–594.
[6] Clercq, D. De, Haq, I. U. and Azeem, M. U. (2018). Workplace Ostracism and Job Performance: Roles of Self-Efficacy and Job Level. Personnel Review, Vol.48 Issue1. pp 184-203.
[7] Eisenberger, R., et al. (1986). Perceived Organizational Support. Journal of Applied Psychology, vol. 71, issue 3, pp. 500–507.
[8] Guan, X. and Frenkel, S. (2018). Performance How HR Practice, Work Engagement and Job Crafting Performance. Chinese Management Studies.Vol. 12 No. 3, pp. 591- 607.
[9] Covid19.go.id. Retrieved from https://covid19.go.id/.[4 January 2021]
[10] Setkab.go.id.https://jdih.setkab.go.id/PUUdoc/176085/PP_Nomor_21_Tahun_2020.pdf.
[11] Money Kompas.com. (2020, April). Retrieved from https://money.kompas.com/read/ 2020/04/23/174607026/dampak-covid-19-menaker-lebih-dari-2-juta-pekerja-diphk- dan-dirumahkan. [4 January 2021]
[12] LPEM.org. (2020, April). Retrieved from https://www.lpem.org/wp-content/uploads/ 2020/04/2020-Q2-Indonesia-Economic-Outlook-2020.pdf. [4 January 2020]
[13] Innocenti, L., Profili, S. and Alessia, S. (2013). Age as Moderator in the Relationship Between HR Development Practices and Employees’ Positive Attitudes. Personnel Review, vol. 42, issue 6, pp. 724–744.
[14] Ihdaryanti, M. A. and Panggabean, MS (2014). Pengaruh High Performance Work Practice (HPWP) Terhadap Job Performance Pada M. S. (Frontliner Bank). Jurnal Manajemen dan Pemasaran Jasa.7(2), 247-272.
[15] Ismail, I. (2008). Pengaruh Budaya Organisasi Terhadap Kepemimpinan Dan Kinerja Karyawan Pemerintah Kabupaten-kabupaten di Madura. Jurnal Ekuitas, vol. 12, issue 1, pp. 18-36.
[16] Johari, J., et al. (2019). Job Characteristics, Employee Well-Being, and Job Performance of Public Sector Employees in Malaysia. International Journal of Public Sector Management, vol. 32, issue 1, pp. 102–119.
[17] Johari, J., Tan, Y. F. and Zulkarnain, Z. I. T. (2017). Autonomy, Workload, Work Life Balance and Job Performance Teachers. International Journal of Educational Management. 10(1), 373-373.
[18] Khoreva, V., Wechtler, H. and Khoreva, V. (2018). HR Practices and Employee Performance: The Mediating Role of Well-Being. Employee Relations, vol. 40, issue 2, pp. 227–243.
[19] Liu, F., et al. (2017). Cross-Level Effects of HRM Bundle on Employee Well-Being and Job Performance the Mediating Role of Psychological Ownership. Chinese Management Studies, vol. 11, issue 3, pp. 520–537.
[20] Marescaux, E., Winne, S. D. and Sels, L. (2013). HR Practices and HRM Outcomes: The Role of Basic Need Satisfaction. Personnel Review, vol. 42, issue 1, pp. 4–27.
[21] Murty, W. A. and Hudiwinarsih, G. (2012). Pengaruh Kompensasi, Motivasi Dan Komitmen Organisasional Terhadap Kinerja Karyawan Bagian Akutansi (Studi Kasus Pada Perusahaan Manufaktur Di Surabaya). The Indonesian Accounting Review, vol. 2, issue 2, pp. 215-228.
[22] Noe, R. A., et al. (2015). Human Resource Management (9th ed.). New York: McGraw Hill.
[23] Peccei, R. (2004). Human Resource Management and the Search for the Happy Workplace. Rotterdam: Erasmus University Institute of Management.
[24] Rhoades, L. and Eisenberger, R. (2002). Perceived Organizational Support: A Review of the Literature. Journal of Applied Psychology, vol. 87, issue 4, pp. 698–714.
[25] Voorde, K. V. D., Paauwe, J. and Veldhoven, M. V. (2011). Employee Well-being and the HRM – Organizational Performance Relationship: A Review of. International Journal of Management Reviews. 14(4), 391-407.
[26] Wayne, S. J., et al. (2002). The Role of Fair Treatment and Rewards in Perceptions of Organizational Support and Leader–Member Exchange. Journal of Applied Psychology, vol. 87, issue 3, pp. 590–598.
[27] Wei, Y. (2015). Do Employees High in General Human Capital Tend to Have Higher Turnover Intention ? The Moderating Role of High-Performance HR Practices and P-O Fit. Personnel Review, vol. 44, issue 5, pp. 739–756.
[28] Wright, T. A. and Bonett, D. G. (2007). Job Satisfaction and Psychological Well-Being as Nonadditive Predictors of Workplace Turnover. Journal of Management, vol. 33, issue 2, pp. 141–160.