THE EFFECT OF COVID-19 ON THE ORGANIZATIONAL PERFORMANCE OF EMPLOYEES IN THAILAND PJAEE, 17 (10)

(2020)

THE EFFECT OF COVID-19 ON THE ORGANIZATIONAL

PERFORMANCE OF EMPLOYEES IN THAILAND
Sorasak Tangthong
Faculty of Business Administration
King Mongkut’s Institute of Technology Ladkrabang
Chalongkrung Rd. Ladkrabang, Bangkok, Thailand
Email: [email protected]

Sorasak Tangthong. The Effect Of Covid-19 On The Organizational Performance Of

Employees In Thailand-- Palarch’s Journal Of Archaeology Of Egypt/Egyptology
17(10), 2099-2118 ISSN 1567-214x

Keywords: Employees’ Performance, Covid-19, Thailand, Labour Retention, Employee

Performance And Employee Attrition

ABSTRACT
Pandemics such as Covid-19 are a severe pandemic with significant consequences for both
business and employees' performances globally which Thailand is no exception. The Covid-
19 related impact on the productive economic mechanisms such as the employees through
domestic lockdowns has disrupted the world of the working class in the first and second
quarter of 2020 in Thailand. There are threatening economic signals that this might deepen in
the remaining months of this year. The entire sectors (medium or high) at risk experienced
low economic output due to Covid-19 that diminish working hours and wages or worse still
complete job loss especially in the second quarter of the pandemic in Thailand. The job
disruption has affected 6.6 to 7.5 million workers in the first quarter of 2020. The paper cited
the research gap of crisis attributed to the financial crisis and natural disasters which Covid-
19 is the first to cripple global economies more any natural or artificial crises. The focus is on
how to counter-intuitive implications for workers (human resources) functioning in Covid-19
period that suggest organizational fair forums to manage and supervise corporate responses to
employees' conditions for encouraging business recovery in Thailand. The paper cites the role
of organizational management in mitigating the effects of Covid-19 through labour retention,
employee performance, and other variables such as pay cuts, businesses lockdown/shut down
and operational shifts.

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INTRODUCTION
COVID-19 has now been a pandemic impacting the entire planet since its
initial launch in China. This report reflects on the effect of the virus on
Thailand's labour market. With significant diminishes or stoppages in the
mobility of persons, plus tourists, and significantly damaged flow of products
and services through global value chains, the impact of the virus has brought
to a standstill in Thailand, as elsewhere, the typical platforms of economic
production(Hartmann & Lussier, 2020).Export-oriented manufacturing and
tourism remained significant segments of Thailand's economy in 2019, with
18% and 39% respectively of GDP shares. It is precisely these two industries
that are pinpointed as most fragile in the face of demand and supply-side
shocks connected with the COVID-19 crisis, bringing in an extremely
precarious position the millions of tourism-related and manufacturing workers
in Thailand(Goodwin et al., 2020).

The economy of Thailand was still declining in 2019 (GDP growth rate of
only 2.4% and employment projections for 250,000 below the number of
workers in 2018). The latest forecast of the IMF to decrease GDP by 6.7 per
cent in 2020 shows the magnitude of the COVID-related that struck Thai
economy. Workers and those dependent (i.e. children) on their earnings are
already endangered by severe repercussions of the economic crisis inflicted by
COVID-19(Sohrabi et al., 2020).In Thailand, the risk of infection with
COVID-19 is comparatively small, and the spread has been gradual. Thailand
numbered 3,084 cases of COVID-19 infections as of 1 June. At the time, the
global estimates were about 6.4 million. The government has been stepping up
its efforts to curb the transmission of the virus since late March when most of
the reported cases were transmitted locally. The Premier Minister signed an
immediate order to monitor the pandemic on 25 March 2020(Acter et al.,
2020).

Thus, all colleges, hospitals, stores, shops, dine-in restaurants, salons, spas,
gyms, beauty parlours, amusement parks, sporting centres, convention centres,
cinemas, and theatres were eventually locked. The directive excluded stores,
fresh food markets and restaurants (i.e. selling delivery meals). Local schools,
already on their summer breaks, have been ordered to postpone students'
return from May to July.During the first quarter of 2020, the average working
hours in Thailand declined slightly by 6%, which is approximately equal to the
loss of 2, 2 million full-time jobs (presuming a 40-hour working week). The
decline is projected to accelerate in the second quarter to around 10 per cent,
thereby increasing the total reduction to a full-time equivalent of 4 million
workers.

Jobs in the informal sector are the workers most severely impacted by the
COVID-19 crisis because of their lack of stability of employment and absence
from specific social safety initiatives. Already, in the first quarter of 2019 and
the first quarter of 2020, the ten sectors with the most significant numbers of
regular and seasonal staff have seen a decline of about half a million
employees(Narula, 2020).Some of the COVID-19's significant effects on

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Thailand's labour market would be a rise in worker deprivation as the number

of jobs estimated in terms of hours working declines along with falling
economic activities. Earnings loss among informal sector workers will drag
many across the poverty threshold. As a consequence, Thailand’s share of the
working poor is projected to grow from 4.7 per cent this year to around 11 per
cent of total jobs(Acter et al., 2020). The table below demonstrates the
contribution of workers inputs during Covid -19 in Thailand.

Table 1: Manufacturing production indices by sector

Source: The Office of Industrial Economics, available from Bank of Thailand

“key economic indicators”.

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Figure 1

Source: ILO assessment based on Thailand National Statistics Office, Labour

Force Survey data, 2019 and 2020.

The effects of convid-19 on employees’ performance

The decline in job opportunities between the fourth quarter of 2019 and the
first quarter of 2020 was due entirely to the sizable deterioration between the
two-quarters of over one million jobs in the agricultural sector. That is
probably a reflection of the current climate situation in the country. Between
the fourth quarter of 2019 and the first quarter of 2020, the number of people
working in all industries except forestry, services and mining rose (Figure 1).
The contrast is made to restrict seasonal impacts in the first quarters of 2019
and 2020. There are new industries that are shown to be declining in the
number of workers working.In comparison to agriculture, the falls in job
statistics in the first quarters of 2019 and 2020 are the highest in the wholesale
and retail trading and industrial industries, with 157,000 workers declining in
jobs in all fields combined. Smaller declines were also seen in government,
construction, real estate, and other services. The jobs continued to grow in the
housing and food services industry, as well as in the transport sector, which is
tourism-related industries, show the lagging impact of the crisis (Hartmann &
Lussier, 2020 and Crick & Crick, 2020).

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Figure 2

Source: ILO assessment related to Thailand National Statistics Office, Labour

Force Survey data, 2019 and 2020.

Given the decline in tourist numbers towards the ending of the 2020 first
quarter, as foreign travel to Thailand was still feasible until the end of March,
and the outburst of the virus slowly occurred throughout the time, jobs in
tourism-related sectors has not yet been adversely affected. Generally,
employment details in tourism-related industries as a whole rose by 139,000
employees or 4 per cent from Q4 2019 to Q1 2020 (Figure 2). As of Q1 2019,
the growth in jobs attributable to tourism was 145,000 individuals (4.2 per
cent). The job impacts of COVID-19 already began to diminish (from Q4
2019) only in the sub-sectors of the water transport sector and air
transportation services.It will undoubtedly be noteworthy to see the results
with the results of the subsequent quarter when the country's hotels and other
tourist sites were under total lockdown.

One potential early indication of the effects of the COVID-19 crisis is the
rapid accelerated number of employees unexpectedly away from work during
the first quarter of 2020. The figure grows by 17.8 per cent from 562,000 to
662,000 compared with the first quarter of 2020. The COVID-19 crisis offered
various excuses, such as workplace cuts, illness or quarantine, for a worker to
stay working while still away from work. In other industries, leisure and
sports, music, medical, science and technological training, administrative and
support facilities, as well as staff in the textile industry, the sectors showed
significant rises (100 per cent or more) in the amount of "working yet
temporarily absent" individuals. The measure will be closely monitored

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because it may be an indication of more job cuts occurring in the immediate

future as more employees. They are already away from work end up moving
into unemployment. It could even be that this measure is that certain people
are turning up on telework.

Figure 3

Source: ILO assessment based on Thailand National Statistics Office, Labour

Force Survey data, 2019.

The effects of convid-19 on organizational performance in Thailand

The new COVID-19 global survey by the ILO predicts that active working
hours across the world will decrease by 10.7 per cent from the last quarter of
2019 to the second quarter of 2020, which is equal to the reduction of 305
million full-time jobs (ILO 2020). The ILO Monitor also recognizes what the
hardest-hit sectors are expected to be in terms of decreasing working hours
and job interruption. The primary industries that are projected to see a
significant diminish in production and a high probability of labor displacement
– at global level – plus retail trade, lodging and food services, mining and real
estate and business services (Donthu & Gustafsson, 2020).

The organizational impact of the Q2 2020 crisis will rest on the bedrock of
economic disruptions in each sector adversely affected, and the size of the
workforce. To some extent, the results of Thailand's first-quarter labor force
survey affirm the forecasted sectoral disruptions recognized in the ILO
monitor. However, the sectoral threats of each country are anticipated to vary
according to their specific business structures and the approval process of
COVID-19 lockdown policies. The workforce in Thailand (see figure 3) was
seen to be declining in what the monitor viewed as high-impact sectors
(manufacturing, retail trade, wholesale and real estate excluding housing and
food services)(Donthu & Gustafsson, 2020).Even where Q1 2020 outcomes do
not yet ascertain the expected disruption – as, for example, in the tourism

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sector – the paper certainly sees the interruption in the second quarter
outcomes; also recall that the labor market adjustments that occur in the
industries struck by the COVID-19 recession will emerge first. That will lead
to reduced working hours and wage cuts rather than job cuts as employers try
to hold on to employees and some pretence of activity as long before their pay
cheques falls.

The effects of convid-19 on organizational performance on a global scale.

The COVID-19 pandemic has now had drastic, rippling consequences through
global economic operations in every area of the world (Bofinger et al., 2020).
In an attempt to flatten the curve of outbreak levels, many nations around the
globe have implemented sweeping prohibitions (e.g., quarantines, lockdowns
and closing of physical shops and businesses) to secure the operation of
healthcare facilities (Michie, 2020). Such cuts have, unsurprisingly, had an
enormous, direct effect on nearly any sector's economic
development.Activities including direct communication with customers and
service suppliers, for example, have been adversely impacted by travel limits
and social barriers (Giritli Nygren & Olofsson 2020). The closing of the
market has also raised the costs of households and companies saving. Many
businesses either risk bankruptcy or decrease their manufacturing capacity,
contributing to increased unemployment and underemployment (Bofinger et
al., 2020). A sustained lockout further raises the possibility of a significant rise
in corporate and government debt that might extend the stabilization process
from the COVID-19 crisis (Donthu & Gustafsson, 2020).

LITERATURE REVIEW
The study performed a critical review by comparing and contrasting the works
of various authors that related to the research topic which is highlighted in a
tabular diagram in the appendix section to identify possible gaps and theories
adapted. The secondary results on twelve (12) papers showed that there were
inadequate empirical investigations into the strategy methodologies of
accessing the effects/impacts of Covid-19 on organizational and employees'
performances in Thailand. The paper cites the effects of Convid-19 on
organizations and employees as reduced working hours (Hartmann & Lussier,
2020), pay cuts (Verma & Gustafsson, 2020; Barrero et al., 2020 and
Hartmann & Lussier, 2020). Other includes operational business shifts (Crick
& Crick, 2020), employees retention and businesses lockdown/shut down
(Crick & Crick, 2020). The paper utilizes related theories to complement its
study of the effects Convid-19 on organizational and employees' performance
in Thailand to pinpoint the essence of the health model of operation (for
businesses and employees) (Mendiola, 2020).

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Previous Studies Related to the Topic.

S/ Author/ Disaster Methodology Findings Research Gaps

N Year Applied
1. Hartman Pandemic Qualitative The paper The paper
n & Covid-19 found that focused more on
Lussier, the impact the impact of
2020 of Covid-19 Covid-19 on
on B2B sales only.
sales force
varies.
2. Goodwi Pandemic Qualitative The paper The paper cited
n et al., Covid-19 found that insufficient
2020 anxiety can contributions to
influence employees and
desirable organizational
and performance
undesirable during Convid-
traits during 19.
Convid-19
pandemic in
Thailand
3. Sohrabi Pandemic Qualitative The paper The main
et al., Covid-19 discussed research gap is
2020 the insufficient
consequenc emphasizes on
es of employees and
Convid-19 firms operational
to business performances
and non- during the
business period.
sectors.
4. Acter et Pandemic Qualitative The paper There is an
al., 2020 Covid-19 concentrate absence of
d most on business or
Convid-19 employee impact
mode of of Convid-19.
transmission
.
5. Crick & Pandemic Qualitative The paper There is a
Crick, Covid-19 concentrate geographical
2020 d on striking research gap
a balance because this
between paper focused on
risks and Thailand.
rewards.
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6. Verma Pandemic Qualitative The paper There is a

& Covid-19 concentrate geographical
Gustafss d on the research gap
on, 2020 impacted of because this
Convid-19 paper focused on
on a global Thailand.
scale.
7. Michie, Pandemic Qualitative The Convid- The paper
2020 Covid-19 19 had lead considered the
to a global effect of Convid-
recession 19 on a global
affecting scale with less
economies. emphasizes on
Thailand.
8. Donthu Pandemic Qualitative The Convid- The paper
& Covid-19 19 had focused more on
Gustafss negative marketing and
on, 2020 consequenc consumer
es across the behaviour than
globe. employees and
organizational
performances.
9. Kumar Pandemic Qualitative The paper The paper
et al., Covid-19 found concentrated on
2020 industry 4.0 industrial
as a performance and
significant neglected
mechanism Convid-19
for effects on
minimizing employees’
the effects performance.
of Convid-
19.
1 Kuckert Pandemic Qualitative The paper The paper
0 z et al., Covid-19 discussed neglected to
2020 the negativeconsider the
consequenc effects of
es of
Convid-19 on
Convid-19 start-ups from
on start-ups.
different
geographical
regions.
1 Seethara Pandemic Qualitative The paper The paper
1. man, Covid-19 proposed a neglected the
2020 strategic effects of
business Convid-19 on
operational employees.
shift from
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the previous
model of
operation.
1 Mazur et Pandemic Qualitative The paper The paper
2. al., 2020 Covid-19 discovered concentrated
that firms’ mainly on firms’
revenue revenue
earning generation
varies during the
during the Convid-19.
Convid-19.
Source: Author

Hypotheses development

The hypotheses in this study address the study gaps found in past studies
related to this topic.

Hypothesis (H1): Employees’ pay cuts.

S Relationship Dependant Researcher Industrial Abbreviation

/ between variable Sector
N variables
1 C19→SFO SFO Hartmann Business- Covid-19 =
. & Lussier, to- C19
2020 business Salesforce and
(B2B). organization
outcome = SFO

2 AT + IN → OC Kim et al., Hospitalit Attitude = AT

. OC 2011 y industry Influence = IN
Organizational
Commitment =
OC
3 D → C19 C19 Verma & General Covid-19 = C19
. Gustafsson, business Disruption = D
2020
4 W→C19 C19 Dey & Workers Covid-19 = C19
. Loewenstei in the US Workers = W
n, 2020
5 PC→EC PC Blake et al. General Perceived
. 2010 Workers Constraints =
in the US. PC
Employment
Characteristics
= EC
6 D→P D Kuckertz et Start-ups Disruption = D

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. al., 2020 Pressure = P

Source: Author

Hypothesis (h1a): workers’ pay cut has an influence on employees’ and

organizational performances during convid-19.

Dey & Loewenstein (2020) accesses the potential impact of shutdowns on

workers’ pay and establishments’ revenue. Verma & Gustafsson (2020)
pinpointed that Convid-19 has forced businesses to reduced working hours and
wages. Hartmann & Lussier (2020) noted that due to the Convid-19 pandemic,
organizations had adopted strategic measures such as temporary pay cuts. This
paper cites that employees, temporary pay cuts have a negative influence on
workers’ performance during the Convid-19 pandemic because workers are
not lay-off their jobs with unfair pay cuts (Barrero et al., 2020). The workers’
pay cuts are better than jobs lay-off during the Convid-19 because the
temporary pay cuts income is more manageable than zero income that can
influence employees’ performance during the Convid-19 period (Andika &
Darmanto, 2020). This paper concludes that workers’ pay cuts have fairly
significant on employees’ and organizational performances during the
Coonvid-19 pandemic in Thailand.

Hypothesis (H1b): Workers’ pay cut has zero influence on employees’ and
organizational performances during Convid-19.

Blake et al. (2010) predicted employment characteristics such as the ability to

work from home and specific pay cuts, which tends to be fair due to pandemic
rather layoffs. The flexibility of payment option (payment delays, direct
payments and wage subsidies) demonstrates zero influence on employees’ and
organizational performance, which are temporary initiatives undertaken during
Convid-19 to prevent layoffs and complete shutdown of businesses (Kuckertz
et al., 2020). Kim et al. (2011) argued that employee empowerment
(temporary pay cut) has a motivational effect on organizational performance
during Convid-19. The paper concludes that workers’ pay cut as zero
influence on employees’ and corporate returns during Convid-19 since
workers are willing to accept healthy working conditions even with specific
pay cuts.

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Hypothesis (h2): reduced working hours

S Relationship Dependant Researcher Industrial Abbreviation

/ between variable Sector
N variables
1 C19→SFO SFO Hartmann Business-to- Covid-19 =
. & Lussier, business C19
2020 (B2B). Salesforce
and
organization
outcome =
SFO

2 D→P D Kuckertz et Start-ups Disruption =

. al., 2020 D
Pressure = P
3 I = SC SC Kumar et General Industry 4.0=
. al., 2020 industry I
Supply chain
= SC
4 PC→EC PC Blake et al. General Perceived
. 2010 Workers in Constraints =
the US. PC
Employment
Characteristic
s = EC
Source: Author

Hypothesis (h2a): reduced working hours has an influence on employees’

and organizational performances during convid-19.

The shortage of human resources is traceable to fear of getting infected,

reduced wages, weak incentives to work and household safety have
significantly impacted on workers’ attitude to work (Kumar et al., 2020).
Hartmann & Lussier (2020) pinpointed that Convid-19 has affected the
operational hours and productive capacity of industries due to reduced
working hours that caused production disruption globally. According to
Kuckertz et al. (2020), there are initiatives supported by the government to
protect organizations and start-ups affected by the COVID-19 catastrophe.
This includes tax support, government assistance for short-hour work,
improved guaranteed banks’ policies, as well as loans and particular programs
provided by state-owned banks. It means organizations and employees are
significantly influenced by reducing working hours. For instance, reduced
working hours had caused organizational to perform below optimum capacity,
and employees receive reduced pays (pay cuts).
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Hypothesis (H2b): Reduced working hours has zero influence on employees’

and organizational performances during Convid-19.

According to Blake et al. (2010) predictions and forecast, reduced working

hours has zero influence on employees’ and organizational performances
because businesses should permit employees’ absence during pandemic
(Convid-19) due to personal and household illnesses. This paper pinpoints the
flexibility granted to workers during the Convid-19 has reduced the adverse
effects as businesses can attain their target in a long-run.

Hypothesis (h3): business operational shifts.

S Relationship Dependant Researcher Industrial Abbreviation

/ between variable Sector
N variables
1 D → C19 C19 Verma & General Covid-19 = C19
. Gustafsson, business Disruption = D
2020
2 C19→BU C19 Donthu & Marketing Covid-19 = C19
. Gustafsson, Industry Business = BU
2020
3 C19→SFO SFO Hartmann Business- Covid-19 = C19
. & Lussier, to- Salesforce and
2020 business organization
(B2B). outcome = SFO

4 D→P D Kuckertz et Start-ups Disruption = D

. al., 2020 Pressure = P
5 I = SC SC Kumar et General Industry 4.0= I
. al., 2020 industry Supply chain =
SC
Source: Author

Hypothesis (H3a): Business operational shifts have an influence on

employees’ and organizational performances during Convid-19.

Verma & Gustafsson (2020) argued that Convid-19 had affected all segments
of human endeavor, which include employees and organizational
performances. This paper pinpointed that employees’ contributions to
organizational are linked directly to businesses performances which is
inseparable. The motive that human safety comes before economic
sustainability by Verma & Gustafsson (2020) means that Convid-19 has
effected damages to business across industries leading to operational business
shifts as an avenue for businesses’ survival.

Hypothesis (h3b): business operational shifts have zero influence on

employees’ and organizational performances during convid-19.
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The fact that online firms, the online entertainment industry and online
sopping enterprises are booming without any adverse effect on sales/returns. It
means that Convid-19 has zero impact on employees (employees of listed
industries) and organizational performances (especially online firms) (Donthu
& Gustafsson, 2020). The general motion byVerma & Gustafsson (2020),
Kuckertz et al. (2020), Hartmann & Lussier (2020),Barrero et al., (2020) and
Kumar et al., (2020) concerning Convid -19 might be wrong because online
businesses are experiencing high returns due to the pandemic.

Hypothesis (h4): employees retention.

S Relationship Dependant Researcher Industrial Abbreviation

/ between variable Sector
N variables
1 C19→SFO SFO Hartmann Business- Covid-19 =
. & Lussier, to- C19
2020 business Salesforce and
(B2B). organization
outcome =
SFO

2 I = SC SC Kumar et General Industry 4.0= I

. al., 2020 industry Supply chain =
SC
3 C19→BU C19 Donthu & Marketing Covid-19 =
. Gustafsson, Industry C19
2020 Business = BU
4 BMS→C19 BMS Seetharama General Business
. n, 2020 Business models shift =
BMS
Covid-19 =
C19

Source: Author

Hypothesis (H4a): Employees retention has an influence on employees’ and

organizational performances during Convid-19.

The effect of tragic industrial lockdown globally triggered damages, as 94% of

the 1000 enterprises (Fortune companies) that comprise small and medium
firms (Kumar et al., 2020). Hartmann & Lussier (2020) pointed out that
significant effects, non-linear effects, and cascading effects (i.e. an effect that
happens as a result of another system effect) and result in increased-level
outcomes. For instance, loyalty, organizational issues or risk reduction, at
sales-level, efficiency and retention of employees not displayed by, or
attributed solely to individual parts. It means the lockdown and tighter

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distribution of goods and services to cope with the epidemic resulted in severe
disruptions, particularly those considered vital to humans (Kumar et al., 2020).

Hypothesis (h4b): employees retention has zero influence on employees’ and

organizational performances during convid-19.

The significant improvement in the online businesses across the globe as a

result of Convid-19 because companies engage in remote activities (workers
are working from home) that increase internet subscription (Donthu &
Gustafsson, 2020). The statement that enterprises that create and sell
information products and services continued to work. Whereas, thus providing
physical products were forced to cut operations or shut down temporarily,
particularly labour-intensive enterprises (Seetharaman, 2020).

Hypothesis (h5): businesses lockdown/shut down.

S/N Relationship Dependant Researcher Industrial Abbreviation

between variable Sector
variables
1. BMS→C19 BMS Seetharaman, General Business
2020 Business models shift
= BMS
Covid-19 =
C19

2. C19→BU C19 Donthu & Marketing Covid-19 =

Gustafsson, Industry C19
2020 Business =
BU
Source: Author

Hypothesis (h5a):businesses lockdown/shut down has an influence on

employees’ and organizational performances during convid-19.

The Convid-19 infection is expected to trigger bankruptcy for many common

industries when customers remain at home, and economies are shutdown
(Donthu & Gustafsson, 2020). It means Convid-19 global epidemic prompted
various corporations to close down that caused an unprecedented instability in
vast industrial regions globally (Donthu & Gustafsson, 2020).

Hypothesis (h5b): businesses lockdown/shut down has zero influence on

employees’ and organizational performances during convid-19.

Therefore, companies that produce and distribute knowledge goods and

services continued to operate. At the same time, those that provide physical
items were forced to reduce operations or briefly shut down, particularly
labor-intensive enterprises(Seetharaman, 2020). The exception of the online
industry from the sector affected by Convid-19 means the pandemic has zero

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influence on businesses lockdown/shut down as employees and their

management enjoy fantastic return due to high patronage of the online/internet
industry (Donthu & Gustafsson, 2020).

2.3. Conceptual Model

Independent Variables Mediating Variable Dependent Variable

Workers’ pay cuts

1b
1a

2a
Reduced working hours

2b

Businesses operational Employees and

3a Effects of
shifts Organizational
3b Convid-19
Performances
during Convid-19
4a
Employees retention
4b

Businesses lockdown/shut 5a
down
5b

H1: State that there is a relationship that is unlikely to be by chance. (Non dash arrows)

H0: State that there is no difference in the relationship. (Dash arrows)

RESEARCH THEORETICAL AND PRACTICAL IMPLICATIONS

Research theoretical

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The study contributes to the survival mechanisms for both employees and
organizations because both are interrelated connected to each other because
without employees, organizations cannot perform actively in the economy and
without organizations to work there will be no employees(Saxena, 2014).

Practical implications

This study presents empirical shreds of evidence that employees and

organizations can survive the harsh effects of the Convid-19 through the
adaptation of health and operational strategies which is just for a short time.
Apart from the online businesses sector experiencing an economic boom,
other industries that sell physical goods are encouraged to adopt operational
business shifts which is the best option suggested in this paper.

DISCUSSION AND RECOMMENDATIONS

Through this study, useful metrics recognized that studied the partnership
between workers during Convid-19 with the organizational results. Thus the
intention of this paper was accomplished with success. Nonetheless, a variety
of fields are already unclear, so potential work needs to explore. First, the
same research can be done in the future by collecting data from more sectors
of Thailand with each sector 's view of research due to sudden trends that may
emerge. Through this, the analyses will be able to compare different industries
that study the same subject of the project and provide appropriate
recommendations for each. Second, this research examines the influence of
various factors on employee and organizational performance as a whole.
Future research should also analyze the association between this study's same
independent variables with at least the three components of organizational
performance: wage reductions for staff, structural changes, and retention of
employees.

CONCLUSION
Fresh guidelines suggested by this paper for the sustainability of companies
and workers frequently emerge during transformation times. However, as it
should, as the recession subsides, while it can leave an economic crater behind
real economic worth, it is once again the ultimate arbiter of economic
performance (Porter, 2001). Throughout the immediate term, the C-19 issue
has forced companies to search into automated alternatives or find methods of
providing their goods and services with limited and secure human interaction.
Such options have provided businesses with incentives to be creative in
redesigning their current goods; developing emerging digital products and
services; or rethinking their platforms and processes for product and service
delivery. It includes searching for competitive roles and collaborators in the
modern environment who will help them accomplish this. To remain active in
the current pandemic environment; businesses need to be flexible, possess
diverse skills that will help them respond to the evolving times (Tronvoll et al
. , 2020).

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Future research direction

A future has been quoted in the conclusion, discussion and recommendation

segments. For instance, operational shifts proposed will benefit the employees
and businesses in general even as a short –term dimension to the pandemic
challenges threatening workers and industries until the Convid-19 pandemic
sink.

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