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

2. This study will also help the employees in understanding the new strategic intent of the organisations engrossed with their vision, mission goals and objectives and meeting their expectations without hampering the individual productivity in remote work and maintaining a perfect blend of their work life balance. VII. L imitations and F uture S cope of S tudy a) Limitations of Study The study conducted has certain limitations involved in it. The first limitation is choosing a very small sample size which is caused because of limited time. The study could have improved by choosing a large sample size of different HR professionals as well as other stakeholders which has much scope in analysing from the holistic perspective. Second limitation could be of convergent scope of choosing only startups industries of India and not international startups. The involvement of startups in this study will bring a different perspective altogether with better understanding and results. A superior statistical analysis in comparison to the study conducted from a holistic perception and comparative standpoint of analysis could be the third constraint which requires capacious research in order to gain more detailed insights in order to bridle the problems and the challenges faced by HR professionals working in the startups. b) Future Scope of Study 1. This research will act as a base in transforming organisations in setting a remote work culture. 2. This research will help in establishing the significance of remote engagement. 3. This research will help the organisations in understanding the prominence of social transformation in increasing productivity. 4. This will act as a catalyst for sustaining organizations in the world of uncertainties through its culture and structure. A cknowledgement The FORE School of Management's financial and infrastructural support throughout this research is widely recognised and highly acknowledged. R eferences R éférences R eferencias 1. 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 2. 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 3. Chandramana, B. Sudeep., Shaji, Christina.(2020). Re-thinking HR Strategies for the Post-Covid Workplace 4. Staples, J. (2006), A new type of threat, Harvard Business Review, May, pp. 20-22. 5. 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 6. 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 7. 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 8. Article- “How the new Normal is shaping the future of HR”, Report by PWC. 9. 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. 10. 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 11. 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 12. Saks, A. M. (2019). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance. 13. Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80. 14. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.11 08/02683940610690169. 12 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