Conceptual Framework
In view of impending workplace challenges, human resource management (HRM) must be reorganised to include long-term development, regeneration, and rejuvenation of human resources (Cansoy, 2019). Long-term human resource management necessitates strategic human resource management. On the current labour market, occupations that are restricted due to the presence of coronavirus are becoming more widespread. Employees play a crucial role in the development of a company’s human and social capital as a key source of knowledge and support for long-term HRM (Kröll and Nüesch, 2019). HRM should be termed “sustainable HRM” in light of contemporary issues. All aspects of sustainable human resource management, including employee and environmental care, external collaboration, flexibility, and compliance with labour regulations, as well as employee cooperation, justice, and equality, do not negatively impact profitability. Workplace happiness and productivity are intimately tied to the two pillars of long-term human resource management: employee development and job flexibility, as well as creative workspace design (Ayuso et al., 2020).
In today’s dynamic workplace, the duties of employees are vital. Employees’ ability to work when and where they want has a beneficial impact on their productivity and job retention (Allen et al., 2013). Understanding how work performance and job satisfaction influence long-term HR practices is vital for rethinking HRM policies. Work-life balance is associated with increased levels of work satisfaction, better outcomes, and quicker promotion within an organisation (Sabuhari et al., 2020). Thanks to improvements in digital technology, some employees may now work from anywhere with an internet connection. With the onset of COVID-19 pandemic forced employees to work from home irrespective of their preferences, nature of jobs and abilities. Remote working has become a normal thing since the onset of the pandemic. The program has brought various challenges such as loneliness, ineffective communication, interference with work home balance, and interference (Wang, et al., 2021). However, since the coronavirus pandemic, there has been a rise in the number of unforeseen job possibilities. Numerous individuals are still engaged in full-time, permanent roles, but non-standard work arrangements have revolutionised the nature of employment, purportedly boosting worker happiness and supplying us with vital data (Wang, et al., 2021).
Employee Motivation
The concept of motivation has been studied in various areas. Employee motivation is defined as the commitment, creativity and energy a worker gives out at their jobs (Lorincova et al., 2019). The success of a business is dependent on the motivation of its personnel. With the correct tools, it is possible to analyse and manage employee motivation with greater ease. The most crucial attributes are goal clarity, dedication, and persistence. There are several methods to determine if a person is highly motivated (Cansoy, 2019). It is suggested that motivation is a behaviour that must be managed in order to attain desired goals, according to every dictionary and body of literature. In order to motivate workers, they must feel engaged and empowered in achieving the company’s objectives (Sabuhari et al., 2020). To distinguish between internal and extrinsic components of motivation, a firm must recognise that its personnel are not clones but rather people with distinct personalities and abilities in order to be successful (Allen and Shockley, 2009).
Motivation is essential for success, and there are several ways in which we can motivate our colleagues. Identifying your employees and applying the appropriate motivator will make it easier to increase employee engagement and happiness (Groen et al., 2018). Certain workers favour intrinsic motivation, where they participate in multiple work activities without expecting a reward. Others choose extrinsic incentive where they are given rewards such as rewards, bonuses, fame, and praises. Employees should be regularly rewarded for their efforts. The COVID-19 pandemic has put employees and managers under intense mental and physical pressure (Davidescu et al., 2020). In order to preserve a work-life balance while home-schooling their children, they have had to adjust to a new way of doing things. In light of a declining office culture and the increase of remote and home-based employment, one of the post-pandemic issues is recruiting and retaining exceptional workers. The biggest danger to the success of an organisation is poor employee morale (Beigi and Shirmohammadi, 2017). However, employee motivation is dependent upon certain factors that have been identified in the researches that have been conducted to improve the employee performances in the organisations. Below are the factors that have been recognised as the means for improving and boosting employee performances including motivation, which is the overall factor and element that influence on the performance, loyalty and retention of the employees (Frye et al., 2018).
Determinants of Employee Motivation
When employees have greater flexibility to use their knowledge, it is simpler to make choices at the point of impact. By delegating greater power and responsibility to employees, it is possible to improve their decision-making and response times, creativity and productivity, as well as their happiness, motivation, and commitment (Austin-Egole, Iheriohanma and Nwokorie, 2020). Because unnecessary management levels and task confirmation and re-verification are eliminated, operational expenses are decreased and workers have a higher feeling of achievement. Coupled with meaningful engagement, the application of worker knowledge, skills, and talents may increase the success of change programs, according to the results of the research. Despite evidence that it may increase productivity and profitability, few organisations allow their employees greater independence. It motivates individuals to generate new ideas and operate efficiently by enabling them to perceive things from a unique perspective (Bozzon et al., 2017).
Employee empowerment has a direct impact on employee productivity, job satisfaction, and overall corporate loyalty. To function at their highest level, gifted workers need a degree of autonomy. Factors such as autonomy, competence, social connection, responsibility, and self-esteem influence employee motivation (remuneration, relationship with supervisor and colleagues, recognition). Rules, education, financial aid, emotional support, and professional support may all be utilised to motivate employees (Tuan, 2019). By gaining an understanding of what inspires their staff, managers may be able to change the situation. When you are aware of what motivates your personnel, it becomes easy to facilitate continuous growth. Managers must discover elements that impact employee motivation in order to accomplish organisational goals. In addition to the determinants of employee motivation that has been discussed above there are certain theories that have been formulated by the scholars to enhance and improve employee motivation. These theories specifically emphasised on the factors that are capable of driving employee motivation to the maximum benefit for the employees and the organisation (Dikkers and Vinkenburg, 2010).
Theories of Motivation
As per the research conducted by Davidescu et al., (2020), theories of motivation based on the content of the activity Individual wants, desires, and goals were addressed in Maslow’s hierarchy of needs theory, Alderfer’s ERG theory, McClelland’s theories of motivation for success, and Herzberg’s two-factor theory (Akuoko and Mengba, 2021).
Herzberg Theory
Employee work satisfaction is impacted by aspects such as cleanliness and motivation, according to Kröll and Nüesch (2019). Employee discontent may be mitigated factors like as remuneration and monitoring. When they are recognised for their accomplishments, they are more productive, imaginative, and devoted to their jobs (Allen et al., 2013). According to a study performed by Randstad, a renowned provider of human resources services in India, income and benefits remain the most crucial factors for Indian employees when choosing a new job. Money is the most significant reason for more than half of the respondents from 30 participating nations and over 175,000 people globally when looking for work. In the Randstad Employer Brand Research, which analysed 75 percent of the global economy, 44 percent of men and 42 percent of women mentioned an employer’s commitment to work-life balance and job security. According to the statistics, males choose companies with powerful CEOs, but women prefer companies with extensive training programs (Jackson and Fransman, 2018).
Herzberg’s theory is used to explore the satisfaction of employees in their jobs. Herzberg argues that satisfiers which are motivators, and dissatisfiers are the hygiene factors that determine employee satisfaction (Alrawahi et al., 2020). This theory postulates that employees can be satisfied or dissatisfied since the two factors operate independently. For instance, hygiene factors do not affect increasing or decreasing satisfaction; they only impact the level of dissatisfaction. The motivational factors have to operate in harmony with the hygiene factors to ensure job satisfaction is achieved (Rahman, Akhter and Khan, 2017). Herzberg’s theory takes into consideration workplace flexibility in enhancing motivators since it is part of the hygienic conditions. It is critical for the organization to have an environment suitable for their employees to promote their development, hence promoting employee motivation (Rahman, Akhter and Khan, 2017). The two motivations and hygiene are linked, and career aspiration has a positive outcome on the attainment of job satisfaction.
Rahman, Akhter and Khan (2017) applied the theory to investigate it relationship with the job satisfaction in clinical laboratories since it is a significant factor in enhancing employee retention, growth and development, and promoting productivity. This theory is useful in providing the managers with information regarding interventions that will help promote the organization. According to Rahman, Akhter and Khan (2017), there are certain organizations which are very challenging in achieving job satisfaction among the employees. This is a caused by the low income, less room for employee growth and development, and poor working conditions. Such organizations include healthcare organization where most of the workers are generally dissatisfied. The study conducted by Verma et al. (2019) suggest that satisfaction is a significant factor that certain organization do not meet leading to high cases of workers dissatisfaction.
Maslow Theory
According to Davidescu et al. (2020), there is evidence to support Maslow’s hierarchy of needs as a human motivation theory, who discovered that the fulfilment of five distinct human desires governs an individual’s behaviour (Groen et al., 2018). According to Jackson and Fransman’s research, physiological necessities have a substantial influence on human behaviour (2018). People’s criteria frequently include factors like self-worth and self-esteem. Employees who have not had their basic needs satisfied should prioritise being paid, remaining safe, and having a steady employment, according to Maslow’s hierarchy of needs. These requirements must be satisfied before the requests of those further up in the hierarchy may be addressed. Furthermore, in a downturn, employees will default to their lowest level expectations if their higher-level requirements, such as salary, safety, and stability, are not met. Maslow also said that our wants evolve through time and that once one degree of need is fulfilled, we begin to need the next. We will not be pleased with the raise we received last year, the award we won two years ago, or the training course we did three years ago, for our current expectations of recognition or new talents and information. Maslow’s Hierarchy of Needs is not the only basis for modern motivation (Jackson and Fransman, 2018). HR managers must understand how to use this essential motivational tool in a realistic manner and continuously modify to suit their workers’ evolving demands in order to accomplish a variety of organisational goals, such as enhanced employee retention or engagement (Frye et al., 2018).
Maslow’s theory provides an implication that management can use to promote job satisfaction among employees in the organization. This theory provides the management with ways that they can use to promote the attainment of employees’ job satisfaction. Self-actualized employees provide the organization with maximum potential. The theory suggests that it is crucial to ensure that the employees meet their needs (Kaur, 2013). It postulates various ways in which job satisfaction can be attained. First, recognizing the employee’s accomplishments is crucial in enabling them to meet their esteem needs. This can be done through awards which are not general for every employee. Second, the provision of financial security helps attain safety needs. Ensuring that employees are financially secure is a significant motivator for the attainment of job satisfaction (Kaur, 2013). Third, creating socialization opportunities enables employees to have the spirit of teamwork. Lastly, the promotion of a healthy workforce is essential in meeting the physiological needs of the employees. This can be achieved through the provision of incentives that cater to both mental and physical health.
Expectancy Theory
The expectancy theory was introduced by Victor Vroom, he suggested that employee’s motivation is influenced by the degree of desire for a reward, the likelihood that the effort will result in desired performance, and the belief that the performance will result in reward (Vroom 1964), (Consoy 2019). Employees must be driven by their desire for reward, belief in the likelihood that their efforts will result in desired results, and a sense of achievement that their efforts will be rewarded for the Expectancy assumption to hold true. The term “expectation” relates to the belief that putting in greater effort would result in better results. A person’s expectations are impacted by a number of elements, including their capacity to do the task, the availability of critical resources, the availability of critical information, and their ability to receive assistance (Allen et al., 2013).
Expectancy theory bases it argument the same way as Herzberg’s theory which provides the significance of motivators in promoting employee job satisfaction. The motivators include employee recognition, opportunities for advancement and growth, and achievements. Herzberg’s theory is different from expectancy theory as it also involves hygiene factors in the attainment of employee satisfaction. For instance, work relationships, company policy and administration, status and security, and supervision are hygienic factors that require monitoring as they may lead to employee dissatisfaction. Maslow’s theory of motivation is different from expectancy in that it focuses on motivation based on the fulfillment of the needs starting from the bottom of the pyramid. However, Maslow’s theory of motivation is similar to Herzberg’s theory in that the needs which are lower in the pyramid need to be met first before those occupying a higher rank. This is similar to the hygiene and motivational factors since hygiene factors have to be present for the motivational factors to take action, thereby preventing job dissatisfaction. This implies that the motivators in Herzberg’s theory are intrinsic factors that occupy a higher level in Maslow’s theory. The extrinsic factors in Maslow’s pyramid are similar to the hygiene factors in Herzberg’s theory. The most suitable theory for this study is Herzberg’s theory since it focuses on hygiene and motivators to achieve employee satisfaction.
Policies and legislations for working families and flexible working
As per the research findings of Ashraf (2019), allowing workers to work outside of the traditional 9 a.m. to 5 p.m. workweek allows them to be more efficient. There are various flexible working practises that enable workers to work when and where they are most effective. After 26 weeks of employment, any employee may request a flexible work schedule. ‘Flexible working’ refers to modifications in your working practises. Employees can have the option of seeking a variety of flexible working arrangements, such as: reducing your working hours to become part-time (Jackson and Fransman, 2018). Starting and stopping shifts at different times. Reduce the length of time you spend on each task by: Working from a distance, such as one’s home office or a coffee shop (Tuan, 2019). An arrangement in which two or more people share one or more jobs is known as job-sharing (Groen et al., 2018).
Job Satisfaction
Job satisfaction is a metric for gauging the contentment of employees. Both organisational standards and the impact of work on employees’ personal life are essential elements of a productive workplace (Frye et al., 2018). In other words, it is a mental condition in which one feels at ease and satisfied while at work (Kröll and Nüesch, 2019). Leading firms rely increasingly on surveys to gauge employee happiness. It is hard to generalise about employee satisfaction levels. Some individuals are more content with their employment than others (Power, 2020).
It may be difficult to describe a person’s job satisfaction, and the elements that contribute to it may vary from location to location. The personalities of factory workers and computer programmers are very different. To prepare for the post-pandemic period, many businesses are mixing remote and on-site labour (Dousin, Collins and Kler, 2019). Despite their increased productivity, many workers report feeling anxious and exhausted. Employee’s fear may make it harder to sustain productivity increases during a pandemic. Anxiety might negatively affect work satisfaction, interpersonal connections, and productivity (Hipp and Bünning, 2021).
Determinants of Employee Job Satisfaction
There are several elements that affect employee satisfaction. Organisational considerations impact employee satisfaction. By resolving organisational challenges, it is feasible to enhance worker satisfaction (Cansoy, 2019). Consider what factors contribute to employee satisfaction in the workplace and how this might be enhanced. Earning a salary is earning monetary compensation for one’s labour. We all want rewards at some point in our life (Ashraf, 2019). Paying adequately is a crucial aspect in achieving employee satisfaction. The qualities of the workplace influence an employee satisfaction. The most gratifying career for workers is one that requires them to utilise their knowledge, skills, ability, and creativity (Dikkers and Vinkenburg, 2010).
Employee motivation is substantially influenced by favourable working environment. A safe refuge is a fantastic source of solace and inspiration. Employees’ lives are endangered by hazardous working circumstances (Allen et al., 2013). Recognition, responsibility, progression, and accomplishment are all examples of work content qualities (Jackson and Fransman, 2018). It is more fun to have a variety of occupations that need less repetition. Unhappiness in the workplace is often attributable to poor job performance (Jackson and Fransman, 2018). Working at a higher level aids in the development of self-control and job appreciation. Those at the top of the corporate hierarchy are more content than those at the bottom. A promotion is one of the finest successes in life. In order to advance in one’s career, one must get a promotion. When employees are promoted, they are more pleased (Allen et al., 2013).
We are social creatures who need connection, consequently, teams are formed. Dissatisfied employees prefer working alone, particularly when they feel distanced from their co-workers. The quality of the work environment has a significant impact on employee well-being. Social dynamics, group cohesiveness, and the need for connection all contribute to an individual’s level of happiness (Jackson and Fransman, 2018). Happiness in the workplace is determined by the calibre of leadership. When management is democratic, employees are more satisfied with their employment (Groen et al., 2018). The unhappiness of employees has a direct link to autocratic management. The psychological condition of an individual may affect his or her job satisfaction.
All of one’s experiences, knowledge, and opinions have an effect on his or her mental health. These elements affect the happiness of individuals. Age negatively impacts work happiness (Groen et al., 2018). Employees that are younger and more active are more hopeful. With the passing of time, ambitions will inevitably grow. As a result of failed expectations, people feel despondent. The gender and colour of an employee affect their job satisfaction. Because women are more pleased with their professions than males, even if they only work part-time (Zou 2015). Numerous elements, including employee development, job satisfaction, management justice, and many more, impact workplace satisfaction. All of these areas may be evaluated and improved to increase employee satisfaction (Minello and Manzo, 2021).
Theories on Job Satisfaction
Austin-Egole, Iheriohanma and Nwokorie (2020), argues that this theory contends that people, regardless of the kind of work they are engaged in, have innate impulses that motivate them to look for pleasure. According to Groen et al., (2018), they argued that the level of enjoyment one gets from one’s work is directly proportional to the characteristics of the individual. According to Locke (1976), the term “work satisfaction” refers to” a pleasant or outstanding emotional state arising from the evaluation of one’s job or workplace experiences.”
Work-Life Balance
Significant portions of our day-to-day lives are consumed by time spent at work. A good profession may prevent us from taking care of ourselves. The capacity to establish a work-life balance is crucial for both our personal and professional success (Kröll and Nüesch, 2019). To achieve work-life balance, one must give equal weight to their professional and personal interests. Multiple variables may contribute to an unsatisfactory work-life balance. These include working longer hours, assuming more domestic responsibilities, and having children (Dikkers and Vinkenburg, 2010). In order to attain work-life balance, stress levels and the danger of burnout are minimised, and general well-being is enhanced (Groen et al., 2018). Workers and businesses benefit from this arrangement. Employers that encourage a good work-life balance should expect to save money on absenteeism while retaining their finest workers. Advancements in technology, such as remote working and the ability to work from home, have enabled individuals to maintain a work-life balance. As a consequence of the pandemic and frequent schedule adjustments, businesses are prioritising work-life balance (Allen et al., 2013).
Successful organisations cultivate a pleasant, productive, and joyful work environment. Finding the optimal work-life balance is not as straightforward as following a formula. People’s perspectives are influenced by several elements (Frye et al., 2018), including their generational and cultural origins. Since the pandemic, many people’s views on employment and the workplace have shifted and several aspects of work have been re-evaluated. The health problem triggered job changes (Austin-Egole, Iheriohanma and Nwokorie, 2020). Increasingly, our personal and professional lives are linked, as many of us have learned. In several instances, working from home proved challenging for many individuals. Many personnel were used to working in restricted spaces, installing their own technical equipment at home, and avoiding interaction with co-workers (Cansoy, 2019). The distinction between work and personal life is swiftly eroded. Three primary working patterns will develop upon re-entry into the workforce: entirely distant work, hybrid work, and employment based on individual interests or hobbies (Shirmohammadi and Beigi, 2022).
Workplace Flexibility
Companies are increasingly enabling their workers to pick when, where, and how they work in order to better satisfy the needs of both the business and the individuals who work for them. As a consequence of workplace flexibility, organisations must consider the personal lives of their workers outside of work (Austin-Egole, Iheriohanma and Nwokorie, 2020). Under this strategy, individuals should have a variety of alternatives for meeting their professional and personal obligations (Allen et al., 2013). Thus, workers are happier and consequently more productive. Workers with more autonomy and discretion are happier with their work and less incline to quit. To be successful in the job market, today’s high-calibre customers want more benefits, more technological help, and more flexibility (Frye et al., 2018).
The COVID-19 virus, meant an increasing number of organisations had to be more flexibility (Frye et al., 2018). Government laws encouraging individuals to work from home compelled businesses that were unprepared to develop flexible work hours. When firms reopen and social obstacles are eliminated, flexible work hours and telecommuting will become more prevalent (Jackson and Fransman, 2018). As a consequence of companies realising the advantages of telecommuting and non-9-to-5 hours, they are providing more flexible work schedules. Even after the pandemic ends, workplace flexibility might help recruit and maintain a more diverse workforce. It is possible to simultaneously save money, increase attendance, raise production, and encourage your staff (Shirmohammadi and Beigi, 2022).
Working Families in the United Kingdom
The COVID-19 lockdown impacted 13 million working parents in Great Britain. Due to the closure of schools and childcare facilities, caregivers were forced to combine work and childcare. One in seven British employees have been forced to adjust their work schedules. During the lockdown, many staff were able to work from home. During the COVID-19 outbreak, tasks may have been reassigned more often than previously believed (Jackson and Fransman, 2018). In order to get a deeper understanding of their experiences during the lockdown, this study investigates the goals and wishes of working parents and caregivers for flexible work arrangements after the lockdown is lifted. When the lockdown is lifted, the majority of working parents and caregivers are ready to return to their regular working schedule. 29 percent of parents are concerned that their caring duties may make them more susceptible to getting laid off after their time off work (Firfiray and Gomez, 2021).
In a new Working Families #FlexTheUK campaign briefing, parents’ fears on a return to less flexible work and their desire for the good changes that the pandemic has brought to their family life are highlighted (Davidescu et al., 2020). Following fourteen months of limitations and lockdowns (Groen et al., 2018), YouGov assessed the public’s reactions. Middle-class parents were more likely to be able to work from home, which was advantageous for their families. When it comes to flexible work hours and their influence on the family (Cansoy, 2019), working-class parents were less satisfied. After a year of stress and disruption at work and at home, many parents want to continue reaping the rewards of the pandemic (Reuschke et al., 2021).
Parents, particularly single mums and dads, dread returning to a more rigorous work schedule after being off with their children. Some parents are worried about the elimination of furloughs. Nearly one-third of parents who worked throughout the outbreak are afraid about losing their employment (Groen et al., 2018). Women (34%) and parents from disadvantaged socioeconomic backgrounds are more worried about this problem (35%) (Dousin, Collins and Kler, 2019). In light of this statistic, improved redundancy protections are crucial for new parents. In addition to the government, 77% of parents want firms to provide flexible work hours (Sabuhari et al., 2020). Working family would be more inclined to hunt for a job with more flexibility (Kröll and Nüesch, 2019). For people to “recover better” from the sickness, the government and companies must encourage flexible work hours.
The Working Families Index is the United Kingdom’s most comprehensive examination of work-family balance (Naidu, 2021). According to this research, which 2,806 parents and caregivers participated in, in 2021, all of these factors are considered. The Index, which was compiled after eight years of study, is sponsored by Talking Talent (Groen et al., 2018). This article discusses the effects of Covid-19 on working families. Home-based workers and their families are especially susceptible to the pandemic. Prior to two years, a far smaller proportion of parents said that budgeting for their family was difficult, however, this is more often these days (Cansoy, 2019). The financial condition of a person is altered by Covid-19. Couples under 35, single parents, and those from weaker socioeconomic backgrounds are especially vulnerable. Flexibility working has grown from 55 percent in 2019 to 70 percent this year. The pandemic is to blame for this alteration in the population’s behaviours. Many organisations were previously unable to conceive flexible employment options. Disparities exist when it comes to the opportunity to work from home or progress in one’s profession (Gupta and Devdutt, 2022).
The presence of working families may be found practically everywhere. Many of them are engaged in tasks that can be done from any place, due to the fact that they are knowledge-based. Many activities are predicated on the user’s geographic location. There are fewer individuals today whose area of expertise is challenging to work from home, such as physicians, nurses, schoolteachers, nursery workers, and merchants (Davidescu et al., 2020). A term like “homework,” even if it has been redesigned by the likes of Covid, does not express genuine flexibility. Everyone, not just a selected few, may benefit from flexible work arrangements. According to the Working Families Index, certain industries and employees gain more from flexibility than others. Prioritising the needs and interests of working parents as we emerge from the pandemic is becoming more common (Dabbagh et al., 2022).
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