The impact of Covid- 19 on employees’ performance and turnover using DEA model

Abstract
Purpose – This paper highlights the impact of the COVID-19 pandemic on the performance of employees and the changes that have taken place in their traditional way of working. The crisis due to Covid-19 and its consequences have shaped the daily lives of employees for almost two years. There have been many impacts of Covid-19 on employees: quarantine or even the disruption of their usual working methods, illustrated by the implementation of generalized remote working for all those whose activity allowed it.
Design/methodology/approach – A model related to the data envelopment analysis (DEA) approach is developed to explain the impact of staff turnover on organizational performance and to help managers adopt the appropriate human resources strategies during the crisis. This research will allow managers to better understand the phenomenon of workforce turnover on their organizational performance. In addition, this research is likely to help them adopt the right human resources strategies that could, under certain circumstances, influence the impact of turnover on the performance of the company in the desired way.
Findings – Several human resources practices, such as the recruitment and selection of employees, performance management as well as employee training, would not have been as impacted if companies had mechanisms to deal with these complex cases, in particular by the implementation of innovative human resources management practices, this implies that the preparation and management of periods of distress are not well carried out with regard to the management of human capital.
Research limitations/implications – Further investigations in other kinds of industries may offer additional insight into the findings of this study.
Practical implications – This paper provides valuable insights to HR managers to develop HR practices during crisis.
Social implications – Our finding indicates that certain factors may increase people's vulnerability to the financial stress related to COVID-19. We find support that the social distribution of economic vulnerability is magnified in regions with pre-existing social disparities, creating new forms of disparity.
Originality/value – This research has proven how the health crisis has impacted several human resource management practices. The majority of these repercussions cannot be controlled by companies, but in a time of distress like this, it is a good time for the HR function to prove its crucial and strategic role within the company. Companies are in principle affected in different ways by the pandemic, it depends on the nature of the activity, the field in which they operate, the skills of the top hierarchy to deal with crises, and from planning to crisis management.

Keywords
Covid19, Turnover, Performance, Human resources management, DEA, Competitiveness

Cite this paper
Andrews Yao Dumevi, The impact of Covid- 19 on employees’ performance and turnover using DEA model , SCIREA Journal of Economics. Volume 8, Issue 1, February 2023 | PP. 21-42. 10.54647/economics79351

References

[ 1 ]	Obedgiu, V. (2017), "Human resource management, historical perspectives, evolution, and professional development", Journal of Management Development, Vol. 36 No. 8, pp. 986-990. https://doi.org/10.1108/JMD-12-2016-0267
[ 2 ]	Tambe P, Cappelli P, Yakubovich V. Artificial Intelligence in Human Resources Management: Challenges and a Path Forward. California Management Review. 2019;61(4):15-42. doi:10.1177/0008125619867910
[ 3 ]	Papa, A., Dezi, L., Gregori, G.L., Mueller, J. and Miglietta, N. (2020), "Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices", Journal of Knowledge Management, Vol. 24 No. 3, pp. 589-605. https://doi.org/10.1108/JKM-09-2017-0391
[ 4 ]	Anwar, Govand and Abdullah, Nabaz Nawzad, The Impact of Human Resource Management Practice on Organizational Performance (January 15, 2021). International Journal of Engineering, Business and Management (IJEBM), Vol-5, Issue-1, Jan-Feb, 2021, Available at SSRN: https://ssrn.com/abstract=3824689
[ 5 ]	Jan Wynen, Wouter Van Dooren, Jan Mattijs & Carl Deschamps (2019) Linking turnover to organizational performance: the role of process conformance, Public Management Review, 21:5, 669-685, DOI: 10.1080/14719037.2018.1503704
[ 6 ]	Guzeller, C.O. and Celiker, N. (2020), "Examining the relationship between organizational commitment and turnover intention via a meta-analysis", International Journal of Culture, Tourism and Hospitality Research, Vol. 14 No. 1, pp. 102-120. https://doi.org/10.1108/IJCTHR-05-2019-0094
[ 7 ]	Paré G, Tremblay M. The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals’ Turnover Intentions. Group & Organization Management. 2007;32(3):326-357. doi:10.1177/1059601106286875
[ 8 ]	Alserhan, H & Shbail, M. (2020). The role of organizational commitment in the relationship between human resource management practices and competitive advantage in Jordanian private universities.Management Science Letters , 10(16), 3757-3766.
[ 9 ]	Blom R, Kruyen PM, Van der Heijden BIJM, Van Thiel S. One HRM Fits All? A Meta-Analysis of the Effects of HRM Practices in the Public, Semipublic, and Private Sector. Review of Public Personnel Administration. 2020;40(1):3-35. doi:10.1177/0734371X18773492
[ 10 ]	Shrouf, H., Al-Qudah, S., Khawaldeh, K., Obeidat, A & Rawashdeh, A. (2020). A study on relationship between human resources and strategic performance: The mediating role of productivity.Management Science Letters , 10(13), 3189-3196.
[ 11 ]	Armstrong, M. (2006), A Handbook of Human Resource Management Practice. 10th Edition, Kogan Page Publishing, London, pp.135
[ 12 ]	Charnes, A., Cooper, W.W. and Rhodes, E. (1978), “Measuring the efficiency of decision-making units”, European Journal of Operational Research, Vol. 2 No. 6, pp. 429-444. https://doi.org/10.1016/0377-2217(78)90138-8
[ 13 ]	Cook, W. D. and Seiford, L. M. (2009), “Data envelopment analysis (DEA) – Thirty years on”, European Journal of Operational Research, Vol. 192 No. 1, pp. 1-17. https://doi.org/10.1016/j.ejor.2008.01.032.
[ 14 ]	Deloitte and Touche (2013), The future of productivity A wake-up call for Canadian companies, Deloitte, Canada. pp 1-24.
[ 15 ]	Dingel, J. I. and Brent N. (2020), “How Many Jobs Can be Done at Home?”, working paper, Booth School of Business, University of Chicago, Illinois, June 19.
[ 16 ]	Guay, P., Simard, G., Tremblay, M. (2000), “L'engagement organisationnel et les comportements discrétionnaires: L'influence des pratiques de gestion des ressources humaines", working paper, CIRANO, Montréal, Canada, pp. 1-19.
[ 17 ]	Kluge, H. H. P. (2020), “Physical and mental health key to resilience during COVID 19 pandemic”, available at: https://www.euro.who.int/en/media-centre/sections/statements/2020/statement-physical-and-mental-health-key-to-resilience-during-covid-19-pandemic (accessed 15 May 2022)
[ 18 ]	Kumar, P. (2019), “Relationship between Performance Management System (PMS) and Organizational Effectiveness (OE): Manufacturing enterprises in India”, SCMS Journal of Indian Management, Vol. 16 No. 3, pp. 79-88.
[ 19 ]	Labrague, L.J. and de Los Santos, J. (2021), “Fear of COVID-19, psychological distress, work satisfaction and turnover intention among frontline nurses”, Journal Nursing Management, Vol. 29 No. 3, pp. 395–403.
[ 20 ]	Lawler, E. E. (1992), The ultimate advantage: creating the high involvement organization, Wiley, Hoboken, NJ.
[ 21 ]	Nyberg, A. J. and Ployhart, R. E. (2012), “Context-emergent turnover theory (CETT): A theory of collective turnover”, The Academy of Management Review, Vol. 38 No. 1, pp. 109-131. doi:10.5465/amr.2011.0201.
[ 22 ]	Paré, G. and Tremblay, M. (2007), “The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals’ turnover intentions”, Group & Organization Management, Vol. 32 No. 3, pp. 326-357. doi:10.1177/1059601106286875.
[ 23 ]	Pierre, J. R., Devinney, T. M., Yip, G. S. and Johnson, G. (2009). “Measuring organizational performance: Towards methodological best practice”, Journal of Management, Vol. 35 No. 3, pp. 718 – 804. doi:10.1177/ 0149206308330560.
[ 24 ]	Rana, H., Rajiv, R., & Lal, M. (2014), “E-learning: Issues and Challenges”, International Journal of Computer Applications (0975 – 8887), Vol. 97 No. 5, pp. 20–24.
[ 25 ]	Shaw, J. D., Park, T.-Y. and Kim, E. (2013), “A resource-based perspective on human capital losses, HRM investments, and organizational performance”, Strategic Management Journal, Vol. 34 No. 5, pp. 572-589. doi: 10.2307/23471059.
[ 26 ]	Sherman, H. D. and Zhu, J. (2006), "Data Envelopment Analysis Explained", Service Productivity Management, Springer, Boston, MA, pp. 48-89. https://doi.org/10.1007/0-387-33231-6_2.
[ 27 ]	Simões, M. M. B. (2013), "Human Resources Management in Crisis: Effects on the Employees", PhD thesis, Department of Human Resources Management, ISCTE Business School, Lisbon, Portugal.
[ 28 ]	Vardarlıer, P. (2016). “Strategic Approach to Human Resources Management During Crisis”, Procedia - Social and Behavioral Sciences, Vol. 235, pp. 463–472. https://doi.org/10.1016/j.sbspro.2016.11.057.
[ 29 ]	Walters, M. L. (2013), “The Importance of Training and Development in the Workplace”, available at: https://www.theleadershipcenter.com/files/2019-10-01_11_35_28_importanceoftraining_developmentintheworkplace.pdf1236e8d5.pdf (accessed 10 May 2022).
[ 30 ]	Wu, C. C., Lee, W. C. and Lin, R. S. J. (2012), “Are employees more committed and willing to accept critical assignments during a crisis? A study of organizational commitment, professional commitment and willingness to care during the SARS outbreak in Taiwan”, International Journal of Human Resource Management, Vol. 23 No. 13, pp. 2698–2711. https://doi.org/10.1080/09585192.2011.637056.
[ 31 ]	Yasmin Musmuliana, Y. M. (2012), “Factors influencing organizational performance in a metro specialist hospital”, Master’s thesis, Othman Yeop Abdullah Graduate School of Business, Kedah, Malaysia.