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http://hdl.handle.net/11718/24700
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DC Field | Value | Language |
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dc.contributor.advisor | Agarwal, Promila | - |
dc.contributor.author | Amarnath, V. J. | - |
dc.contributor.author | Kumar, Arun | - |
dc.date.accessioned | 2021-11-25T07:03:06Z | - |
dc.date.available | 2021-11-25T07:03:06Z | - |
dc.date.issued | 2020 | - |
dc.identifier.uri | http://hdl.handle.net/11718/24700 | - |
dc.description.abstract | The world health organization declared COVID-19 outbreak to the level of a global pandemic in December 2019 with “alarming levels of spread and severity”, forcing governments of the country to take proactive measures to limit and control the spread of the virus (Human Rights Watch, 2020). COVID19 has disrupted the socially and culturally accepted way of everyday life across the world. The disruptions of the interlinkage in human and value chains have affected the behaviour, communication, mentality which has clearly changed how we behave as a social species. Stress and loneliness occur when humans fall below a certain level of social interaction, which slowly degrades mental and physical health (Singh, 2020). In order to cope or camouflage stress, people may involve negative methods such as drugs, alcohol online gaming or positive methods such as yoga, exercise etc. Most of the organized and unorganized sectors have been forced to close shut for several months and thus employees, students and family members had to adapt quickly to work from home as well as taking care of family around the clock. The uncertainty of the impact, length and wait to get back to routine creates enormous pressure and anxiety leading to mass trauma and stress. Well- Being is directly impacted by variables such as employment as suicide and substance abuse is directly related to the percentage of unemployed people in the country. COVID-19 has led to many job losses in the formal sector and many more in the informal sector. Additional pressure from managers, where they believe 61% of employees working remotely are less productive. However, about 50% of the employees feel that they are equally, if not more engaged, productive and dedicated towards work while working remotely (Hilton, 2020). Such conflicts of interest between management such as managers, teachers, leaders etc and their subordinates such as workers, students, followers etc have led to the increased necessity of working harder in order to be perceived as a good performer. Different generations of people have different ways or methods through which they learn, adapt and face testing circumstances. Generation X, Generation Y and Millennials have varied levels of risk factors and coping needs/methods due to the difference in the short term as well as chronic after-effects in health after contracting COVID-19. What, why and how do the different generations of people cope up with their own bubble of everyday life is a case to be studied. | en_US |
dc.language.iso | en | en_US |
dc.publisher | Indian Institute of Management Ahmedabad | en_US |
dc.subject | COVID-19 | en_US |
dc.subject | ANOVA | en_US |
dc.subject | Multinomial logistic regression | en_US |
dc.title | Behavioural coping mechanisms of different generational groups to COVID-19 | en_US |
dc.type | Student Project | en_US |
Appears in Collections: | Student Projects |
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SP_2967.pdf Restricted Access | 763.4 kB | Adobe PDF | View/Open Request a copy |
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