i-manager Publications

i-manager's Journal on Management (JMGT)

Current Issue Vol. 19 Issue 2

THE ROLE OF COACHING IN ENHANCING EMPLOYEE PERFORMANCE
Strategies for Building Supply Chain Resilience and Sustainability Within Law Enforcement
Socioeconomic Effects of Village Loan Savings Initiatives on Empowering Rural Communities (A Case Study of the Impact of VlS Program in T/A Chimwala, Malawi.)
Measuring Customer Satisfaction of Hotel Industry in Bangladesh: A SERVQUAL and Structural Equation Model (SEM) Approach
Perceptions of Climate Change and Barriers to Adaptation along the Teesta River in Bangladesh.

Most Cited

Volume 17 Issue 3 January - March 2023

Article

Impact of Social Media on Tourism Industry in India

Rethesh Kumar A.* , Krishnamoorthy V., Somasundaram R.*

*-*** Department of Management Studies, Kongu Engineering College, Erode, Tamil Nadu, India.

Kumar, A. R., Krishnamoorthy, V., and Somasundaram, R. (2023). Impact of Social Media on Tourism Industry in India. i-manager's Journal on Management, 17(3), 1-5. https://doi.org/10.26634/jmgt.17.3.19149

Abstract

Tourism is a great source of revenue for any country, and the media plays a critical role in promoting tourism in many ways, including information search, decision-making behaviors, and focusing on best practices for interacting with customers. Educational tourism is one of the fastest-growing sectors of travel and tourism, but it often goes overlooked by tourism professionals and marketers. The emergence of social media has caused a significant shift in marketing strategies. Individuals, corporations, Non-Governmental Organizations (NGOs), governments, and other organizations can use social media to view, produce, and share information, ideas, career interests, and other forms of expression in digital communities and networks. According to research, social media plays a vital role in promoting educational tourism, which improves and enhances a country's economic, social, political, and cultural life. This study proposes that, for destination visits, the variables of customer perceived value should be examined using the social networking approach.

References

[1]. Ahmad, A. (2015). Effect of Social Media on the Students Socially, Students of the World Islamic University of Malaysia as a Model (Doctoral dissertation, Research Presented to Language Center, World Islamic University-Malaysia).

[2]. Casaló, L. V., Flavián, C., & Guinalíu, M. (2010). Determinants of the intention to participate in firm-hosted online travel communities and effects on consumer behavioral intentions. Tourism Management, 31(6), 898-911.

[3]. Cheng, M., & Edwards, D. (2015). Social media in tourism: a visual analytic approach. Current Issues in Tourism, 18(11), 1080-1087.

[4]. Eley, B., & Tilley, S. (2009). The Art & Science of Online Marketing. Australia, Site Point.

[5]. Gohil, N. (2015). Role and impact of social media in tourism: a case study on the initiatives of Madhya Pradesh State Tourism. International Journal of Research in Economics and Social Sciences, 5(4), 8-15.

[6]. Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social Media. Business Horizons, 53(1), 59-68.

[7]. Leung, X. Y., Sun, J., & Bai, B. (2019). Thematic framework of social media research: state of the art. Tourism Review, 74(3), 517-531.

[8]. Litvin, S. W., Goldsmith, R. E., & Pan, B. (2008). Electronic word-of-mouth in hospitality and tourism management. Tourism Management, 29(3), 458-468.

[9]. McCarthy, L., Stock, D., & Verma, R. (2010). How travelers use online and social media channels to make hotel-choice decisions. Cornell Hospitality Report, 10(18), 4-18.

[10]. Sterne, J. (2010). Social Media Metrics: How to Measure and Optimize Your Marketing Investment. John Wiley & Sons.

[11]. Xiang, Z., & Gretzel, U. (2010). Role of social media in online travel information search. Tourism Management, 31(2), 179-188.

[12]. Živković, R., Gajić, J., & Brdar, I. (2014). The impact of social media on tourism. Singidunum Journal of Applied Sciences, 758-761.

Full Article (HTML)

Pdf

Research Paper

The Influence of Building Digital Culture on Employees' Engagement in the ICT Sector

Sherin Haroun EL. Rashied*

Arab Academy for Science Technology and Maritime Transport, Al Jizah, Egypt.

Rashied, S. H. EL. (2023). The Influence of Building Digital Culture on Employees' Engagement in the ICT Sector. i-manager's Journal on Management, 17(3), 6-19. https://doi.org/10.26634/jmgt.17.3.19116

Abstract

Culture is the heart of any organization. In organizations, culture is like the DNA of the organization. Thus, each organization is unique. In this context, corporate culture is not only created by the founders, management, and employees of a company, but is also influenced by national cultures and traditions, economic trends, international trade, company size, and products. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Digital transformation is a cultural transformation that affects the majority of people who work, and it will never be realized unless companies are confident with their employees and believe that digitalization can help organizations, people, and society achieve a better future. Based on that, employee engagement in digital transformation is a necessity, where an "engaged employee" is fully absorbed by and enthusiastic about their work and takes positive action to further the organization's reputation and interests. Accordingly, effective digital transformation can never be achieved unless companies build confidence among their staff that digitalization can help organizations, people, and society to achieve a positive future.

References

[1]. Albrecht, S., Breidahl, E., & Marty, A. (2018). Organizational resources, organizational engagement climate, and employee engagement. Career Development International, 23(1), 67-85.

[2]. Arnault, D. C. (2015). What is Digital Culture? An introduction to Digital Culturist. Digital Culturist.

[3]. Babinet, G. (2016). Transformation Digitale: L'avènement Des Plateformes. Le passeur.

[4]. Bailey, A. A., Albassami, F., & Al-Meshal, S. (2016). The roles of employee job satisfaction and organizational commitment in the internal marketing-employee bank identification relationship. International Journal of Bank Marketing, 34(6), 821-840.

[5]. Bel, M. (2018). Digital Culture: Your Competitive Advantage. Microsoft.

[6]. Bryman, A., & Bell, E. (2011). Business Research Methods. Oxford University Press, Oxford.

[7]. Buchanan, J., Kelley, B., & Hatch, A. (2016). Digital Workplace and Culture: How Digital Technologies are Changing the Workforce and how Enterprises can Adapt and Evolve. Deloitte Digital.

[8]. Buvat, J., Solis, B., Crummenerl, C., Aboud, C., Kar, K., El Aoufi, H., & Sengupta, A. (2017). The Digital Culture Challenge: Closing the Employee-Leadership Gap. Capgemini Digital Transformation Institute Survey.

[9]. Calás, M. B., & Smircich, L. (1997). Postmodern Management Theory. Routledge, London.

[10]. Camp, W. (2001). Formulating and evaluating theoretical frameworks for career and technical education research. Journal of Vocational Education Research, 26(1), 4-25.

[11]. Chamorro-Premuzic, T. (2016). Personality and Individual Differences. Wiley.

[12]. Clarke, A. (2018). Prioritize Culture Change to Accelerate Digital Transformation. Forrester.

[13]. Cole, N. L. (2020). So What Is Culture, Exactly?

[14]. Denison, D. R., & Neale, W. S. (1999). Denison Organizational Culture Survey: Facilitator Guide. Denison Consulting, LLC.

[15]. Ducrey, V., & Vivier, E. (2019). Le Guide de la Transformation Digitale. Eyrolles.

[16]. Easterby-Smith, M. T. (2012). Management Research. Sage, London.

[17]. Fichman, R. G., Dos Santos, B. L., & Zheng, Z. (2014). Digital innovation as a fundamental and powerful concept in the information systems curriculum. MIS Quarterly, 38(2), 329-354.

[18]. Gerster, D. (2017). Digital Transformation and IT: Current State of Research. Pacific Asia Conference on Information Systems.

[19]. Han, H. (2012). The relationship among corporate culture, strategic orientation, and financial performance. Cornell Hospitality Quar terly, 53(3), 207-219.

[20]. Harshak, A., Schmaus, B., & Dimitrova, D. (2013). Building a Digital Culture. How to Meet the Challenge of Multichannel Digitization. Booz & Company.

[21]. Hay, C. (2006). Political Ontology. The Oxford handbook of contextual political analysis, (pp. 78-96).

[22]. Heikkila, T., & Gerlak, A. K. (2013). Building a conceptual approach to collective learning: Lessons for public policy scholars. Policy Studies Journal, 41(3), 484-512.

[23]. Heron, J., & Reason, P. (1997). A participatory inquiry paradigm. Qualitative Inquir y, 3(3), 274-294.

[24]. Jemielniak, D. (2020). Thick Big Data: Doing Digital Social Sciences. Oxford University Press.

[25]. Lakoff, G. J. (1999). Philosophy in the flesh. Basic Books, New York.

[26]. Levin, D. M. (1988). The Opening of Vision: Nihilism and the Postmodern Situation. Routledge, London.

[27]. Li, C. (2014). Strengthening Employee Relationships in the Digital Era: How Employee Engagement and Advocacy Transform Organizations. Altimeter, San Francisco.

[28]. Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage. Society for Human Resource Management Research Quarterly, 1, 1-12.

[29]. Marciano, P. L. (2010). Carrots and Sticks don't Work: Build a Culture of Employee Engagements with the Principles of Respect. McGraw-Hill, New York.

[30]. Matsubayashi, M. O., Oikawa, R. T., Alves, V. L. P., Popova, N. D., & Silva, G. B. F. (2019). Insights about Digital Transformation and ICT Opportunities for Brazil. Deloitte.

[31]. Maxwell, J. A. (1996). Qualitative Research Design: An Interactive Approach. Sage Publications, Inc.

[32]. MCIT. (n.d.). Ministry of Communications and Information Technology.

[33]. Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), 183-202.

[34]. Monsen, V. (2009). Integrating engagement and empowerment. Journal of Management Decisions, 7(1), 40-52.

[35]. Mostyn, B. (1985). The content analysis of qualitative research data, a dynamic approach. The Research Interview, Users and Approaches, (pp. 115-145).

[36]. Mu, Y., Bossink, B., & Vinig, T. (2019). Service innovation quality in healthcare: service innovativeness and organisational renewal as driving forces. Total Quality Management & Business Excellence, 30(11-12), 1219-1234.

[37]. Nadler, D. A., & Nadler, M. B. (1998). Champions of Change: How CEOs and their Companies are Mastering the Skills of Radical Change. Jossey Bass.

[38]. NESH. (2022). Guidelines for Research Ethics in the Social Sciences and the Humanities. The Norwegian National Research Ethics Committees.

[39]. Patton, M. Q. (2002). Two decades of developments in qualitative inquiry: A personal, experiential perspective. Qualitative Social Work, 1(3), 261-283.

[40]. Pinho, J. C., Rodrigues, A. P., & Dibb, S. (2014). The role of corporate culture, market orientation and organisational commitment in organisational performance: The case of non-profit organisations. Journal of Management Development, 33(4), 374-398.

[41]. Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 64-88.

[42]. Prahalad, C. K., & Hamel, G. (1994). Competing for the Future. Harvard Business School Press, Boston.

[43]. Pratt, M. K., & Sparapani, J. (2021). What is Digital Transformation?

[44]. Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), 433-458.

[45]. Saffold, G. S. (1988). Culture traits, strength, and organizational performance: Moving beyond “strong” culture. Academy of Management Review, 13(4), 546-558.

[46]. Saunders, J., & Wong, V. (2011). Manoeuvring towards research decline: The RAE and the decline of Britain's international research standing. European Journal of Marketing, 45(4), 484-512.

[47]. Saunders, M., Lewis, P., & Thornhill, A. (2012). Research Methods for Business Students. Pearson Education Limited.

[48]. Schein, E. (2004). Organizational Culture and Leadership. Jossey-Bass, San Francisco.

[49]. Schein, E. H. (1996). Leadership and organizational culture. The Leader of the Future, 11, 116.

[50]. Sebastian, I., Ross, J., Beath, C., Mocker, M., Moloney, K., & Fonstad, N. (2017). How big old companies navigate digital transformation. MIS Quarterly Executive, 16(3), 197-213.

[51]. Shaughnessy, H. (2018). Creating digital transformation: strategies and steps. Strategy & Leadership, 46(2), 19-25.

[52]. Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89-110.

[53]. Silverman, D. (2013). Doing Qualitative Research: A practical handbook. Sage.

[54]. Singh, Y., & Atwal, H. (2019). Digital culture–a hurdle or a catalyst in employee engagement. International Journal of Management Studies, 6(1/8), 54-60.

[55]. Society for Human Resource Management. (2014).

[56]. Sok, J., Blomme, R., & Tromp, D. (2014). Positive and negative spillover from work to home: The role of organizational culture and supportive arrangements. British Journal of Management, 25(3), 456-472.

[57]. Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.

[58]. Styhre, A. (2013). How to Write Academic Texts. Studentlitteratur, Lund.

[59]. Tabrizi, B., Lam, E., Girard, K., & Irvin, V. (2019). Digital transformation is not about technology. Harvard Business Review.

[60]. Thompson, S. K. (2012). Sampling. John Wiley & Sons.

[61]. Tie, Y. C., Birks, M., & Francis, K. (2019). Grounded theory research: A design framework for novice researchers. SAGE Journals.

[62]. Tsoukas, H., & Knudsen, C. (2003). Introduction: The Need for Meta-theoretical Reflection in Organization Theory. Oxford University Press, Oxford, (pp. 1-36).

[63]. Veiseh, S., Mohammadi, E., Pirzadian, M., & Sharafi, V. (2014). The relation between transformational leadership and organizational culture (Case study: Medical school of Ilam). Journal of Business Studies Quarterly, 5(3), 113-124.

[64]. Vuong, Q., La, V., Vuong, T., Ho, M., Nguyen, H. T., Nguyen, V., ... & Ho, M. (2018). An open database of productivity in Vietnam's social sciences and humanities for public use. Scientific Data, 5, 180188.

[65]. Wahyuningsih, S. H., Sudiro, A., Troena, E. A., & Irawanto, D. W. (2019). Analysis of organizational culture with Denison's model approach for international business competitiveness. Problems and Perspectives in Management, 17(1), 142-151.

[66]. Wren, H. (2021). What Is Digital Transformation? Definition, Examples & Importance.

Full Article (HTML)

Pdf

Research Paper

Digital Value Chain Strategies and its Impact on Organizational Productivity: The Mediating Role of Government Digital Initiatives to Achieve 5 Trillion US$ Economy by 2025. A Case Study of Select Automobile Firms in Delhi NCR Region

A. V. Nageswara Rao*

School of Business Studies, Sharda University, Uttar Pradesh, India.

Rao, A. V. N. (2023). Digital Value Chain Strategies and its Impact on Organizational Productivity: The Mediating Role of Government Digital Initiatives to Achieve 5 Trillion US$ Economy by 2025. A Case Study of Select Automobile Firms in Delhi NCR Region. i-manager's Journal on Management, 17(3), 20-29. https://doi.org/10.26634/jmgt.17.3.19199

Abstract

The unprecedented COVID-19 pandemic has severely affected the Automobile sector in the Delhi NCR region with Supply chain disruptive innovations and periodic travel restrictions imposed by the government. The present study investigates the influence of the digital value chain on organisational productivity. The study analyses the data collected from Logistics and Supply chain managers working in allied areas of value chain operations in the automobile sector. The target respondents selected for the study are 200, and purposeful sampling is used to identify the target respondents with expertise in the areas of supply chain and marketing. Partial least squares regression is used to analyse the collected data and establish relationships among the variables and explanatory variables. The study contributes to the understanding of value chain strategies and their significance in enhancing organisational productivity in the automobile sector.

References

[1]. Afolabi, A., Ibem, E., Aduwo, E., & Tunji-Olayeni, P. (2022). Digitizing the grey areas in the Nigerian public procurement system using e-Procurement technologies. International Journal of Construction Management, 22(12), 2215-2224.

[2]. Ageron, B., Bentahar, O., & Gunasekaran, A. (2020, July). Digital supply chain: challenges and future directions. In Supply Chain Forum: An International Journal, 21(3), 133-138. Taylor & Francis.

[3]. Attaran, M. (2020, July). Digital technology enablers and their implications for supply chain management. In Supply Chain Forum: An International Journal, 21(3), 158-172. Taylor & Francis.

[4]. Gunasekaran, A., & Ngai, E. W. (2004). Information systems in supply chain integration and management. European Journal of Operational Research, 159(2), 269-295.

[5]. Hair Jr, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Sage publications.

[6]. Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLSSEM. European Business Review, 31(1), 2-24.

[7]. Hair, J. F., Sarstedt, M., Hopkins, L., & Kuppelwieser, V.G. (2014). Partial least squares structural equation modeling (PLS-SEM) An emerging tool in business research. European Business Review, 26(2), 106-121.

[8]. Kamble, S., Gunasekaran, A., & Dhone, N. C. (2020). Industry 4.0 and lean manufacturing practices for sustainable organisational performance in Indian manufacturing companies. International Journal of Production Research, 58(5), 1319-1337.

[9]. Kim, J. S., & Shin, N. (2019). The impact of blockchain technology application on supply chain partnership and performance. Sustainability, 11(21), 6181.

[10]. Kumar, V., Holt, D., Ghobadian, A., & Garza-Reyes, J. A. (2015). Developing green supply chain management taxonomy-based decision support system. International Journal of Production Research, 53(21), 6372-6389.

[11]. Mishra, D., Gunasekaran, A., Childe, S. J., Papadopoulos, T., Dubey, R., & Wamba, S. (2016). Vision, applications and future challenges of Internet of Things: A bibliometric study of the recent literature. Industrial Management & Data Systems, 116(7), 1331-1355.

[12]. Rao, A. A., & Kothari, R. (2017). Determinants of customer loyalty towards e-tailers in India: An empirical study. Indian Journal of Marketing, 47(11), 48-60.

[13]. Rao, A. N. (2021a). Key factors influencing supply chain-collaborative innovation for sustainable supply chain performance: a case of logistics sector in Delhi NCR region. i-manager's Journal on Management, 15(4), 20-30.

[14]. Rao, A. N. (2021b). Exploring the factors for enhancing supply chain responsiveness in logistics industry: a case study of select logistics companies in Delhi NCR Region. International Journal of Indian Culture and Business Management, 24(2), 214-224.

[15]. Rao, A. N. (2021c). Investigating the key determinants and criteria for supplier selection process effects on supply chain performance: a case study of select logistics companies in Delhi NCR Region. i-manager's Journal on Management, 15(3), 18-27.

[16]. Rao, A. N., Sahu, D., & Mohan, V. K. (2010). The effects of integration strategies on organizational performance in retail industry. i-manager's Journal on Management, 5(1), 23-34.

[17]. Rao, A.V. N., & Sahu, D. (2014). The effects of customer and supplier co-ordination on value chain performance. International Journal of Research in Management Sciences (IJRMS), 2(1), 1-12,

[18]. Sharma, M., & Joshi, S. (2020). Digital supplier selection reinforcing supply chain quality management systems to enhance firm's performance. TQM Journal.

[19]. Vaidyanathan, G., & Devaraj, S. (2008). The role of quality in e-procurement performance: An empirical analysis. Journal of Operations Management, 26(3), 407-425.

[20]. Vijayan, G., & Kamarulzaman, N. H. (2020). An introduction to sustainable supply chain management and business implications. In Sustainable Business: Concepts, Methodologies, Tools, and Applications (pp. 158-176). IGI Global.

[21]. Wong, C. Y., Boon-Itt, S., & Wong, C. W. (2011). The contingency effects of environmental uncertainty on the relationship between supply chain integration and operational performance. Journal of Operations Management, 29(6), 604-615.

[22]. Xu, G., Li, M., Chen, C. H., & Wei, Y. (2018). Cloud asset-enabled integrated IoT platform for lean prefabricated construction. Automation in Construction, 93, 123-134.

[23]. Yu, W., Chavez, R., Feng, M., & Wiengarten, F. (2014). Integrated green supply chain management and operational performance. Supply Chain Management: An International Journal, 19(5/6), 683-696.

[24]. Zhang, Q., & Cao, M. (2018). Exploring antecedents of supply chain collaboration: Effects of culture and interorganizational system appropriation. International Journal of Production Economics, 195, 146-157.

[25]. Zhu, K., & Kraemer, K.L. (2002). E-Commerce metrics for net-enhanced organizations: assessing the value of ecommerce to firm performance in the manufacturing sector. Information Systems Research, 13(3), 275-295.

Full Article (HTML)

Pdf

Research Paper

An Analysis of Human Resource Practices: A Comparison between the Hospitality Industry and other Sectors

Nitin S.* , Ramesh R., K. Joseph*

* School of Management Studies, SASTRA University, Thanjavur, Tamilnadu, India.

College of Engineering, Munnar, Kerala, India.

* St. Dominic's College, Kanjirappally, Kerala, India.

Nitin, S., Ramesh, R., and Joseph, K. (2023). An Analysis of Human Resource Practices: A Comparison between the Hospitality Industry and other Sectors. i-manager's Journal on Management, 17(3), 30-39. https://doi.org/10.26634/jmgt.17.3.19415

Abstract

The success of public and private sector organizations is largely determined by the knowledge, skills, and motivation of their workforce. The private sector currently dominates the provision of services, accounting for 70% of services provided. Within the private sector, the hospitality industry is particularly dependent on a multidisciplinary workforce with various categories of employees. Supervisory staff, middle management, and senior executives all play crucial roles in ensuring the provision of high-quality hospitality services. Effective personnel management is essential to ensure that the qualitative and quantitative needs of different departments are met. However, the hospitality industry operates in a dynamic and complex environment, which can lead to challenges such as lower occupancy rates, higher capacity, shorter guest stays, and negative impacts on the hotel's reputation. Therefore, the quality of care provided to guests is of utmost importance in the hospitality industry, as it can directly affect business growth and performance. Adequate guest care and preferences must be taken into account, and strategies should be in place to ensure that the hospitality services meet guests' needs and preferences.

References

[1]. Bruce, W. M. (1992). Balance Job Satisfaction & Performance: A Guide for Human Resource Professionals. Quorum Books.

[2]. Feiertag, H. (1994a). Training, education programs bolster bottom line. Hotel & Motel Management, 209(14), 12.

[3]. Feiertag, H. (1994b). Training helping sales teams improve hotel performances. Hotel & Motel Management, 209(7), 13.

[4]. Gillette, B. (1996). Industry should respond to EI's wake-up call. Hotel & Motel Management, 211(18), 14.

[5]. Greger, K. R., & Withiam, G. (1991). The view from the helm: hotel execs examine thee industry. Cornell Hotel and Restaurant Administration Quarterly, 32(3), 18-35.

[6]. Hall, S. B. (1995). Mum's the word with new video. Hotel & Motel Management, 210(16), 63.

[7]. Hart, C. W., Heskett, J. L., & Sasser Jr, W. E. (1990). The profitable art of service recovery. Harvard Business Review, 68(4), 148-156.

[8]. Hassan, M. M., Alam, M. N., Campbell, N., Bowyer, D., & Reaz, M. (2022). Human resource management in health care industries for generation y: challenges of 21st century. Australasian Accounting, Business and Finance Journal, 16(1), 21-40.

[9]. Hayes, B. E. (1997). Measuring Customer Satisfaction: Survey Design, Use, Andstatistical Analysis Methods. ASQC Quality Press.

[10]. Lore, N. (1998). The Pathfinder: How to Choose or Change Your Career for a Lifetime of Satisfaction and Success. Simon and Schuster.

[11]. Mally, M. (1997). EI creates videos to solve language problems. Hotel & Motel Management, 212(6), 30-31.

[12]. Mill, R. C. (1986). Managing the service encounter. Cornell Hotel and Restaurant Administration Quarterly, 26(4), 39-46.

[13]. Nozar, R. A. (1994). Vaughn keys on training. Hotel & Motel Management, 209(9), 6-7.

[14]. Nozar, R. A. (1996). Front-desk seminars reveal valuable workers. Hotel & Motel Management, 211(6), 12.

[15]. Partlow, C. G. (1996). Human-resources practices of TQM hotels. The Cornell Hotel and Restaurant Administration Quarterly, 37(5), 67-77.

[16]. Philip, I. (2007). Human Resource Management in the Public Sector and Private Sector Hospitals in Kerala.

[17]. Pillai, M., Senthilraj, O., & Swaminathan, S. (2019). Role of human resources management in healthcare organizations: A review. International Journal of Health Sciences & Research, 9(1), 228-235.

[18]. Pizam, A., & Chandrasekhar, V. (1983). You do like your work. Cornell Hospitality Quarterly, 24(2), 5-10.

[19]. Rimjhim. (2020). Human Resource Management Practices and Job Satisfaction Comparative Study of Private and Public Sector Hospitals of Gwalior and Chambal Region.

[20]. Rowe, M. (1998). Why service still stinks. Lodging Hospitality, 54(2), 22-26.

[21]. Shellenbarger, S. (1998). Companies are finding it really pays to be nice to employees. The Wall Street Journal, 22.

[22]. Siddiqui, J., & Kleiner, B. H. (1998). Human resource management in the health care industry. Health Manpower Management, 24(4), 143-147.

Full Article (HTML)

Pdf

Research Paper

Analysis of the usage of Social Media during the Covid-19

Vikram Singh Chouhan*

Jaypee University of Engineering & Technology, Guna, Madhya Pradesh, India

Chouhan, V. S. (2023). Analysis of the Usage of Social Media during the Covid-19. i-manager's Journal on Management, 17(3), 40-54. https://doi.org/10.26634/jmgt.17.3.19251

Abstract

The research aims to critically appraise the quality and validity of information available on YouTube as a source of information for COVID-19 and examine the emotional consequences of COVID-19-related information shared via Twitter. 106 YouTube videos were identified using the COVID-19 associated particular keywords. Two independent observers reviewed the English-language videos as 'useful' or 'misleading'. The Word-Emotion Association (Lexicon) was employed to conduct an emotional analysis of the people regarding COVID-19 via Twitter. 28 videos were classified as 'misleading' while 78 videos were classified as 'useful'. Findings highlighted variations in viewer behaviour in response to different types of videos. YouTube provides a vast amount of information on COVID-19, and integrating particular characteristics could enhance the popularity of YouTube videos. The number of positive sentiment Tweets was approximately equal to the number of negative sentiment Tweets. YouTube has become a significant source of health information during the current crisis. Independent users are more likely to upload misleading videos. Emotional analysis using Twitter data may be utilised by authorities to comprehend the psychological well-being of individuals.