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Impact of COVID-19 on Big and Small Tech Companies
Johan Van Rooyen,
Aman Pathak
Issue:
Volume 9, Issue 2, June 2021
Pages:
33-38
Received:
23 January 2021
Accepted:
3 February 2021
Published:
23 April 2021
Abstract: During the pandemic, companies were collapsing like sand. The fate of different industries slipped despite the efforts of owners and CEO. The Tech industry was one of the few that thrived during the pandemic as every business was gradually moving on to the digital platform. Even in the tech industry, only the big companies that already had a massive footprint before the pandemic, like Apple, Google, Netflix, Facebook, and Amazon, bloomed. Many medium-sized and small-sized tech organizations also struggled during the pandemic. The tech companies associated with the travel and tourism industry like Uber, Airbnb, Trip Advisor, etc. couldn’t find any customers due to lockdown. This created an imbalance in different sectors like recruitment, employee retention, etc. Due to this imbalance and lack of cash flow, small tech companies were laying off jobs to survive while the big tech giants were recruiting more employees to thrive. This imbalance in recruitment and lay off created fear of losing or retaining a job in many tech employees whether they were skilled professionals or fresh graduates. This paper focuses on and compares these effects on big tech companies and small tech companies. This paper also suggests steps and solutions for small tech companies to maintain themselves during the pandemic and regain their market position after the new normal.
Abstract: During the pandemic, companies were collapsing like sand. The fate of different industries slipped despite the efforts of owners and CEO. The Tech industry was one of the few that thrived during the pandemic as every business was gradually moving on to the digital platform. Even in the tech industry, only the big companies that already had a massiv...
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Crisis on Human Resources: Airline Companies in Thailand
Johan Van Rooyen,
Prajip Shrestha,
Elsabe De Beer
Issue:
Volume 9, Issue 2, June 2021
Pages:
39-42
Received:
23 January 2021
Accepted:
9 February 2021
Published:
8 May 2021
Abstract: A year has gone by and the COVID pandemic is still affecting many industries, with thousands of people getting laid off from work due to lockdowns all across the world. The Airline Industry in Thailand is no different. With many budget airlines closing down permanently and big players in the industry such as Thai airways, filing for bankruptcy just to stay alive. Although the current situation has improved since the beginning of the year, the industry still faces many problems in terms of Human Resources. With the gradual lift of travel restrictions, the industry is slowly trying to bounce back but recovering what the industry lost will be a very slow process in the current situation. Unlike other industries, work from home is not an option in the airline industry, as the industry depends on employees to be physically present, it is evident that safety protocols need to be heavily implemented for the well-being of their employee and their customers. To foresee the possible changes in the industry in regard to Human Resources, the author focus on five main aspects of Human Resource Management: Recruitment, Training, Motivation, Healthy Environment, and Retainment of Employment. In each part, the author states the importance and provides strategies to cope with the current situation. In conclusion, the author ends on an optimistic note for the industry and emphasizes the need to adapt in order to survive in the current situation.
Abstract: A year has gone by and the COVID pandemic is still affecting many industries, with thousands of people getting laid off from work due to lockdowns all across the world. The Airline Industry in Thailand is no different. With many budget airlines closing down permanently and big players in the industry such as Thai airways, filing for bankruptcy just...
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Effects of Training Materials and Methods on the Performance of Employee of the Commission for Land in Zanzibar
Raya Akida Haji,
Salam Yussuf,
Abdalla Ussi Hamad
Issue:
Volume 9, Issue 2, June 2021
Pages:
43-49
Received:
17 May 2021
Accepted:
7 June 2021
Published:
21 June 2021
Abstract: The main aim of this study is to examine the effects of training materials and methods on the performance of employee of the commission for land in Zanzibar. The researcher has mainly employed quantitative research approach with appropriate method of analysis for this study. Both purposive and simple random sampling designs were used to select sample size for this study. The sample size for this study consists of 91 respondents and survey questionnaire was used as data collection instrument. To achieve a credible study a multiple regression was used to analyse the collected data from relevant respondents. The study has revealed that two predictors (training material and training method) had a significant effect or impact on the outcome variable (employee’s performance). In other words, the results of predictor variables are; training material (β = 0.246, t = 2.241, p < 0.05), training method (β = 0.248, t = 2.313, p < 0.05). Basically, the effect of training material and training method on employees’ performance COLA in Zanzibar was in a positive direction. The study conclude that the COLA should plan and implement these two indicators (training material and training methods) so as to run a cycle of increasing skills in employees in order to increase performance.
Abstract: The main aim of this study is to examine the effects of training materials and methods on the performance of employee of the commission for land in Zanzibar. The researcher has mainly employed quantitative research approach with appropriate method of analysis for this study. Both purposive and simple random sampling designs were used to select samp...
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Reward System: A Tool for Employee Retention as Observed from the Banking Sector in Port Harcourt
Ovunda Amadi,
Isaac Zeb-Obipi,
Sorbarikor Lebura,
Godwin Poi
Issue:
Volume 9, Issue 2, June 2021
Pages:
50-57
Received:
27 May 2021
Accepted:
10 June 2021
Published:
25 June 2021
Abstract: Workers are considered as strategic assets in any organization because the accomplishment of an organization’s objectives largely depends on the employees, so employers always strive to ensure that they retain their best employees. However, such employees can only become strategic assets if they are motivated to deliver on their tasks and specific assignments. Therefore, it is important to identify factors which motivate employees for the achievement of set organisational goals. The objective of this study is to investigate the extent to which organisational reward systems impact on employee retention in the banking industry in Port Harcourt, Nigeria. To achieve this objective, this study has examined the relationship between remuneration, promotion and recognition as the dimensions of reward systems and employee retention. In terms of methodology, the survey research design was utilized, with the structured questionnaire used as the primary data collection method. The generated data was analyzed using descriptive and inferential statistics as well as the spearman’s test statistics. The results revealed that there is a positive relationship between remuneration, promotion, and recognition as dimensions of reward systems and employee retention. The conclusion reached is that for banks in Port Harcourt to retain their best employees, they would need to improve their reward systems, specifically the remuneration, promotion and recognition that they offer their employees. It is recommended that there should be further empirical research to test the applicability of the findings of this study in other sectors of the Nigerian economy as well as the relationship between other dimensions of reward systems and employee retention.
Abstract: Workers are considered as strategic assets in any organization because the accomplishment of an organization’s objectives largely depends on the employees, so employers always strive to ensure that they retain their best employees. However, such employees can only become strategic assets if they are motivated to deliver on their tasks and specific ...
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