Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 6

expertise, and disrupt certain old processes as part of the demand to be more agile. HR experts must reaffirm employees' faith in the company and improve their perceptions of it. Wasim Al Mala (2020) laid emphasis on the relevance of HRM in organisations and businesses, particularly in light of the new problems posed by Coronavirus. Employees require more help than ever before, especially in light of the uncertain future and the significant risk of job loss or income reduction. As a result, businesses begin to rely more on their HR departments to develop the appropriate HR strategy, which may encounter new obstacles. As a result, this article sheds light on the various issues created by COVID-19 pandemics, such as rising unemployment, wage deductions, the psychological impact of COVID- 19 on employees, managing remote work, working hours, employee conflicts, and social distance. The new normal established by the global pandemic of COVID-19 is transforming the economic landscape today. Working from home during the lockdown was difficult for most workers (Bhumika, 2020). Employers found it difficult to manage personnel remotely as well. During this difficult time, human resource managers are working tirelessly to find new, inventive, and effective ways to engage people more healthily (Chanana and Sangeeta, 2020). Employees must be engaged with their existing job and company during remote work since they are afraid of losing their jobs. As a result, managers should take proactive steps to meet their employees' expectations, which can affect individual performance and, ultimately, organisational performance (Patro, 2013; Chanana and Sangeeta, 2020). The term engagement has gained a lot of traction in the IT sector in the last decade. It has become a vital component in developing corporate strategy in today's competitive market and has emerged as a success factor for firms. Not only does employee engagement have the potential to significantly influence employee dedication, productivity, loyalty, and retention, but it is also a critical component in increasing customer happiness, corporate repute, and, to a considerable extent, stakeholder value (Andrew and Sofian, 2012). Human resource managers are specifically involved in firms to build a plan for engaging employees and gaining a competitive advantage. Kahn's work in 1990 was essential in the development of the idea of engagement. Personal engagement, according to Kahn (1990), is the psychological state in which each employee devotes their entire individual self to their work by committing their physical, cognitive, and emotional efforts. Employees excel their roles due to the overall synergy of cognitive, emotional, and physical aspects of involvement. Kahn also mentions the psychological circumstances of purpose, safety, and availability as jointly with which employees perform their various job tasks in his study. The concept of work engagement was added by Schaufeli et al. (2002), who defined it as "a pleasant, rewarding, work-related frame of mind marked by energy, devotion, and immersion." Engagement, according to Schaufeli and Bakker (2002), is a positive, satisfying work-oriented mindset marked by energy, dedication, and absorption. High levels of energy and mental effort put in by employees to complete a task in an organisation are typically termed as vigour (Schaufeli et al., 2002). Dedication refers to being completely absorbed and dedicated to one's task, with a high level of interest and satisfaction (Schaufeli et al., 2002). III. R esearch O bjectives & Q uestions a) Research Objectives • To study the impact of organisation culture refinement towards employee centric workplace • To examine the measures of maximising remote engagement on physical and mental well being of employees • To identify the organisational social transformation that promote workforce flexibility and productivity. b) Research Questions • What impact will COVID-19 have on the future of remote work culture in the startups? • What impact will culture refinement have on the remote work engagement of the startups and day- to-day operations? • What are the social ramifications of such a turnaround in employee centric culture? IV. M ethodology The aim of this research is to gauge out the certain modifications that are imperative as a response to the pandemic in understanding the impact of COVID- 19 pandemic on organisational culture and its refinement leading to certain impact on its remote work culture and employee wellbeing. The research includes an amalgamation of both qualitative and quantitative research methods. The semi-structured interview with experts allows an expert to disclose his or her opinions, thoughts and insights that was deemed appropriate for this study. The data used for this study were obtained through primary and secondary data sources. The first section includes direct information that is obtained through the administration of questionnaires in order to acquire insight into the research issue that is included in it. The secondary data sources include some selected journals and publications which have highlighted certain aspects of the new normal in the workplaces in the organisations. The primary data were gathered through the usage of questionnaires for 25 HR professionals 3 Global Journal of Management and Business Research Volume XXII Issue VI Version I Year 2022 ( ) A © 2022 Global Journals Understanding Organizational Remote Engagement and Employee Social Transformation in Post-Covid Times with Special Reference to Startups in India