Minakshi Paliwal, R. Raj, Vimal Kumar, Suma Singh, N. Sharma, A. Suri, Mani Kumari
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Informal workers in India as an economic shock absorber in the era of COVID-19: A study on policies and practices
BACKGROUND: With greater uncertainties and economic divides in Indian formal and Informal economies; the lockdown in its unprecedented ways severely knocked the crucial vulnerabilities of majorly the informal sector of the economy. METHODS: The study was conducted across the Indian population who have suffered from the bad impact of COVID-19 and the lockdown. The data collection process was conducted during the COVID-19 outbreak from June 2020 to October 2020. Multiple regression analysis and independent-sample t-test were applied to test the hypothesis. RESULTS: The study closely highlights the role of the government system towards non-government organizations those who played a crucial role in the welfare of the informal workers. The results suggest that the most affected group of people in the COVID-19 lockdown are the informal workers who were working on daily wages for their bread and butter. The government endeavor was also found significant in supporting the informal workers.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.