Aman Maheshwari



The world has been struck by the ultimate calamity of the COVID-19 pandemic, which has wreaked havoc on organisations, in particular, because employees working in these organisations have been affected in terms of their emotional, cognitive, and psychological aspects, resulting in inefficiency in both their professional and personal lives, and ultimately acting as disarray for the organization's culture. In this rising economy with intense market pressures and stakeholders’ rising expectations, startups have been striving hard to ensure long term-viability with respect to new adaptations. The pandemic's impact on these startups has highlighted the importance of adaptability and resilience in their workforce, expedited the transition to a new digital chevalier and emphasised the prominence of human resources in these historic times, predicting HR's future significance and function following COVID-19. The study's goal is to highlight the characteristics that can help these startups modify their systems before and after the epidemic, deploy remote engagement strategies while minimising risks, and increase productivity while refining their culture. This research paper analyzes recent startup changes that are necessary for the professionals in these startups to redefine remote engagement techniques, which functions as a driving force in employee transformation, resulting in an enabling change in their startup culture, which is inescapable in the future. This research paper analyzes recent startup changes that are necessary for HR professionals to redefine remote engagement techniques, which functions as a driving force in employee transformation, resulting in an enabling change in their startup culture, which is inescapable in the future. In order to conduct this study, a convenience-based sampling was conducted on 25 HR professionals working in different startups in India.


JEL: L10; L20; J10


Article visualizations:

Hit counter


culture refinement, remote engagement, new normal, startups

Full Text:



Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness, 2(1), 7– 35. https://doi.org/10.1108/JOEPP-08-2014-0042

Article- “How the new Normal is shaping the future of HR”, Report by PWC.

Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58(1), 111– 135. https://doi.org/10.5465/amj.2013.0227

Bhatia, Dhrupa, Mote, Anjali (2021). Work from Home (WFH): The New Normal?. International Journal of Future Generation Communication and Networking Vol. 14, No. 1, (2021), pp.1905–1916

Bhumika (2020). Challenges for work-life balance during COVID-19 induced nationwide lockdown: exploring gender difference in emotional exhaustion in the Indian setting. Gender in management.

Chandramana Sudeep B. (2020). Sustainable Business Practices for the Post-Covid Age, Socio-Economic Repercussions of Covid-19 Pandemic, Victorious Publishers, New Delhi, India, ISBN: 978-93-87294-40-0, pp 35-46

Chandramana, B. Sudeep, Shaji, Christina (2020). Re-thinking HR Strategies for the Post-Covid Workplace

Gigauri, Iza (2020). Effects of Covid-19 on Human Resource Management from the Perspective of Digitalization and Work-life-balance. International Journal of Innovative Technologies in Economy ISNI: 0000 0004 8495 2390 https://doi.org/10.31435/rsglobal_ijite/30092020/7148

Reinwald, Max, Zimmermann, Sophia, Kunze, Florian (2021). Working in the Eye of the Pandemic: Local COVID-19 Infections and Daily Employee Engagement. Frontiers of Psychology doi: 10.3389/fpsyg.2021.654126

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169.

Saks, A. M. (2019). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance.

Staples, J. (2006). A new type of threat, Harvard Business Review, May, pp. 20-22.

Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80.

Yvonne, Kiconco, Jiang, ShiMei (2021). A Review on the New Normal, Employee Wellbeing and the Role of HRM: A Tale of HR among the New Normal for the Employee Wellbeing. International Journal of Business and Management; Vol. 16, No. 8; 2021 ISSN 1833-3850 E-ISSN 1833-8119, doi:10.5539/ijbm.v16n8p115

DOI: http://dx.doi.org/10.46827/ejhrms.v5i4.1275


  • There are currently no refbacks.

Copyright (c) 2022 European Journal of Human Resource Management Studies

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017-2023. European Journal Of Human Resource Management Studies (ISSN 2601-1972) is a registered trademark. All rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.


Hit counter