Document Type : Original Research Article


Kalinga Institute of Industrial Technology , Bhubaneswar, Odisha, India


Employees’ engagement or employees’ commitment is the most sought-after skill in employees for yielding maximum productivity at the work front as well as being happy at the personal front. There are many factors that affect engagement levels such as work culture, job satisfaction, remuneration, etc. However, 2020 brought another new factor, i.e. the impact of the Coronavirus pandemic on the lives of people around the globe. This lockdown introduced new modes of work in the form of remote working conditions. Accordingly, Covid19 has had a huge effect on the motivation levels of people and thereby impacted productivity. The objective of this study is to map the impact of this pandemic on the engagement levels of the employees in information technology companies. This research has adopted a descriptive survey method and has used both primary and secondary data to deduce results. The findings of this study can help organizations to adopt new methods to keep their employees committed towards their work during periods of crisis such as Cornona pandemic.

Graphical Abstract

Impact of COVID-19 on employees engagement and burnout: The case of IT companies


[1] W.A. Kahn, Handbook of employee engagement: Perspectives, issues, research and practice, Edward Elgar Publishing, 2010.
[2] W.B. Schaufeli, I.M. Martinez, A.M. Pinto, M. Salanova, A.B. Bakker, J. Cross-Cult. Psychol., 2002, 33, 464-481.
[3] L. Greenhalgh, Z.Rosenblatt, Acad. Manage. Rev., 1984, 9, 438-448.
[4] B. Etehadi, O.M. Karatepe, J. Hosp. Mark. Manag., 2019 28, 665-689.
[5] S. Mauno, N. De Cuyper, A. Tolvanen, U. Kinnunen, A. Mäkikangas, European Journal of Work and Organizational Psychology, 2014, 23, 381-393.
[6] P.J. Jordan, N.M. Ashkanasy, C.E. Hartel, Acad. Manage. Rev., 2002, 27, 361-372.
[7] R. Gaunt, O. Benjamin, Community, Work and Family, 2007, 10, 341-355.
[8] K.D. László, H. Pikhart, M.S. Kopp, M. Bobak, A. Pajak, S. Malyutina, G. Salavecz, M. Marmot, Soc. Sci. Med., 2010 70, 867-874.
[9] H. De Witte, T. Vander Elst, N. De Cuyper, Sustainable Working Lives, 2015, 109-128.
[10] Q. Tian, L. Zhang, W. Zou, Int. J. Hosp. Manag., 2014, 40, 29-36.
[11] P.N. Rothbard, Adm. Sci. Q., 2001, 46, 655-684.
[12] C. Maslach, B.S.Wilmar, L.P. Michael, Annu. Rev. Psychol., 2001, 52, 397-422.
[13] L.L Holbeche, N. Springett, In Search of Meaning in the Workplace, Roffey Park Institute Limited, 2003.
[14] M. Buckingham, C. Coffman, First, break all the rules, Pocket Books, London, 2005.
[15] A.M. Saks, Manag. Psychol., 2006, 21, 600-619. 
[16] R. Pech, S. Bret, Handbook of Business Strategy, 2006, 7, 21-25.
[17] E. M. Mone, M. London, Employee Engagement Through effective performance: A practical guide for managers, 2nd Edition, Routledge (NY), 2010.