COVID-19 PANDEMIC’S IMPACT ON WORK FLEXIBILITY. A CASE STUDY OF VODAFONE
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Abstract
To provide human resource (HR) policymakers with an understanding of the impact of the abrupt shift in working conditions, as reported by their primary stakeholders, the employees. From a first-person perspective, 135 Vodafone Ghana employees describe how the lockout circumstances have altered their normal work expectations. The study compares the old working conditions (OWC) to the current working circumstances (CWC) to provide insight into the general sentiments regarding the abrupt workplace changes. It was discovered that the majority of employees believed that OWC should be reevaluated, and that opinions were nearly split on the efficiency of CWC in contrast to OWC, however the majority of employees like the flexible conditions. In addition, the majority of respondents found that conventional work elements remained the same or were favourably impacted rather than negatively impacted. In addition, if offered the choice of a hybrid model consisting of part-time remote work and part-time on-site work, the vast majority of respondents indicated that they are capable of efficiently completing at least 80% of their work requirements. Lastly, it was discovered that employee expectations are shifting in light of post-COVID-19 situations.
This research will provide policymakers with an understanding of what has to be revised/modified for the successful implementation of remote work according to their original strategies.
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FIRST PART
INTRODUCTION
Introduction to the study
Organizations are increasingly challenged to maintain professionalism and keep up with the tremendous rate of change in their surroundings (Tovstiga, 2013). Extremely volatile, unpredictable, complex, and ambiguous (VUCA) conditions create opportunities for organizations but also pose threats that need them to be resourceful and innovative in their approaches to problems that are frequently unexpected and even rare. Researchers have portrayed how HR work, by adjusting HR procedure and practices and shaping employees’ innovative behaviors, can enhance an organization’s responsiveness to rapidly changing external threats affecting its products or services (Cappelli & Tavis, 2018; Shafer et al., 2001; Shipton et al., 2017). The COVID-19 pandemic is a unique example of disruptive change necessitating rapid HR adaptation as organizations adjust to travel restrictions and isolations, extensive staff rebuilding and reductions, physical separation, and a broad shift to a work-from-home way of operations (McCulloch, 2020; Thomas et al., 2020; Wei & Wong, 2020).
In Ghana, the transmission of COVID-19 is becoming increasingly widespread throughout areas, concurrent with an increase in the number of cases and/or deaths. This situation has had a growing impact on the political, economic, social, cultural, defense, security, and welfare of the Ghanaian people, necessitating a comprehensive strategy and endeavor to expedite COVID-19 control. The business world and workers’ community make a significant contribution to breaking the chain of transmission due to the huge number of workers and the fact that the population’s high mobility and interaction are generally a result of their actions at work. The workplace as a place where people connect and congregate is a risk factor that must be considered when assessing the impact of transmission (MENKES, 2020). “We are facing the COVID-19 pandemic with 215 other countries; don’t let anyone think we are normal, so we don’t wear masks and forget to wash our hands after unnecessary crowding; this is extremely dangerous,” Indonesian President Joko Widodo said during a working visit to East Java on June 25, 2020. (Jokowi, 2020).
According to the website (Wikipedia, 2020), the province of Accra has the most positive confirmed cases of catching the COVID-19 virus, with the following breakdown: Tema with 12,321 cases, Legon with 11,637 cases, Labadi with 5,214 cases, Teshie with 4006 cases, and Taifa with 3,267 cases. This crisis is by no means the only instance in which the HR department must be adaptable and responsive. Different models include unexpected government decisions and administrative changes that impact professional adaptability, growing technologies, and new skill demands, and the unprecedented growth of the gig economy (Duncan et al., 2011; Kochan et al., 2019).
In a culture burdened with conflicting commitments and responsibilities, a flexible work strategy has become a central concern in the workplace. Global competition, rekindled interest in individual lives, family values, and an aging workforce all contribute to the allure and significance of genuine consideration of flexible work arrangements. Consistently, concerns have been made regarding flexible work arrangement strategies and conversations from the perspective of the nature of working life in comparison to the more broad family issues. However, the difficulty has been how employees would adopt great flexible work arrangement practices and how organizations would accept solutions to resolve conflicts that occur from the interaction of family or social responsibilities and work pressure (Mungania et al., 2016).
The current COVID-19 outbreak has demonstrated how swiftly businesses must respond to rapidly evolving HR-related issues (McCulloch, 2020; Sylvers & Foldy, 2020; Wei & Wong, 2020). For instance, Kenyan workers in the financial sector are more tied to their jobs, working over 48 hours per week (Ioan et al., 2010), making it difficult to maintain a balance between work, family, and other personal affairs (Muhammadi & Qaisar, 2009). This has resulted in work-life conflicts, which have been linked to mental health issues such as anxiety and depression, which in the long run impact the organization’s performance (Mungania et al., 2016). Human capital is the driving force behind growth, and analyzing employees in this manner is a crucial approach for managers to adjust to global competition and ecological vulnerabilities in order to achieve their goals and achieve a superior level. (Derin & Gokce, 2016). Therefore, it is vital to boost the inventive work behavior of human resources, particularly in response to the current COVID-19 pandemic situation’s obstacles.
1.2 Statement of the problem
Vodafone Ghana(TAKORADI) duties in the communication sector are supported by an internal management sector that is continuously undergoing development and improvement. The need for this industry has increased despite the fact that Vodafone Ghana will face difficult hurdles in the future, particularly in light of the extremely complicated problems confronting the national economy. In accordance with developments in the Ghanaian sociopolitical structure, the internal management sector policy is primarily focused on the function of supporting the implementation of Vodafone’s primary duties through the provision of timely and appropriate services (BI, 2013). Companies are confronted with the problem of the present COVID-19 epidemic, which is occurring at a time when they are contemplating competitive advantage in order to remain competitive. In order to preserve firm success, this makes it difficult for management to design proper work control policies and encourage innovative work behavior. This therefore stimulates the identification of the influence of flexible work arrangements on employee performance through the innovative work behavior of employees in the communication industry of a West African nation.
1.3 Aims of the Research
This study’s ultimate purpose is to investigate the impact of the Covid-19 pandemic on work flexibility.
a Case Study Of Vodafone Ghana(Takoradi), whether predetermined or as an immediate response to the present economic problem, can be conducted well when compared to the elements and expectations of the traditional workplace. Expected input from a first-person perspective (the employee) also includes expectations for a hypothetical new work norm if all quarantines are lifted. In addition, the general attitudes of employees regarding emotional concerns and distress will provide an overall picture of how the pandemic has affected them in this regard, and how this has affected their productivity and efficiency. This study aims to shed light on the following:
(1) Comparing the efficacy of the current work scenario of working from home to the ones that existed before Corona;
(2) Examining the impact of the COVID-19 pandemic on traditional work expectations;
(3) Obtaining input on what employees anticipate from their workplace following the COVID-19 epidemic.
1.4 Research questions
This study’s research questions focus on employees’ perceptions of their own experiences. They examine the effects of working from home on many aspects and expectations of the job. This is intended to answer the following questions:
(1) How do employees feel about their roles and expectations before to the pandemic?
(2) To what extent does working from home impact the traditional tasks and expectations of the workplace?
(3) What are the opinions of virtual front-line employees regarding their company’s response to the COVID-19 pandemic?
(4) What changes do they hope for or anticipate following the pandemic?
1.5 Importance of research
The COVID-19 virus affects individuals in various ways. The majority of infected individuals with COVID-19 will experience mild to moderate symptoms and recover without additional treatment. Those with preexisting medical issues and those over the age of 60 are at a greater risk of developing severe diseases and dying.
This study will reveal the impact of the unique 2019 Coronavirus pandemic on the flexibility of the workforce.
It will demonstrate how Vodafone adapted to the new organizational structure.
1.6 Scope and Limits of Study
This study will examine the changing work environment at Vodafone Ghana. The focus will be on the job flexibility within the communication company.
This work was meticulously studied, but financial issues and a power outage prevented me from completing it as planned. This work will serve as a foundation for others who do subsequent research.
FINANCIAL LIMITATIONS: Financial limitations tend to hamper the student’s capacity to acquire all the necessary resources for the study, but with the materials available, the researcher was able to obtain useful information regarding the research topic outlined above.
As a student, the researcher will be active in departmental activities such as seminar presentation and class attendance; yet, the researcher was able to complete the research within the allotted time frame.
COVID-19 PANDEMIC’S IMPACT ON WORK FLEXIBILITY. A CASE STUDY OF VODAFONE
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