000			03277nam a22002897a 4500
003			KOHA
005			20230901125246.0
008			230901d2023 cy ||||| m||| 00| 0 eng d
040			_aCY-NiCIU _beng _cCY-NiCIU _erda
041			_aeng
090			_aYL 3051 _bN27 2023
100	1		_aNasiru, Amudalat Motunrayo
245	1	0	_aDETERMINANTS OF EMPLOYEE JOB STRESS MANAGEMENT IN TIMES OF COVID-19 / _cAMUDALAT MOTUNRAYO NASIRU; SUPERVISOR: ASST. PROF. DR. HASAN RÜSTEMOĞLU
246	2	3	_aTHE CASE OF NIGERIAN TOURISM INDUSTRY
264			_c2023
300			_avi, 51 sheets; _c31 cm. _eIncludes CD
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
502			_aThesis (MBA) - Cyprus International University. Institute of Graduate Studies and Research Business Administration Department
504			_aIncludes bibliography (sheets 39-44)
520			_aABSTRACT Many strategies have been applied by companies during the Covid-19 period in order to navigate through the dynamics of the pandemic, ranging from layoffs, social distancing, mask wearing, changes in office designs and layouts and many more. However, one of the strategies that was almost adopted by almost every industry was remote working. The idea of remote working has existed long before the coronavirus pandemic but this is the first time it has been embraced globally during a particular crisis The recognition of the enormous importance of remote working during the pandemic was propelled by the lockdown initiatives implemented by various national governments to control the spread of the virus. Lessons learnt also included how employees dealt particularly with the changes in behaviors of tourists who were confronted with a lot of decisions to make with respect to their families, health, safety, traveling, dealing with delays and cancellations and so on. The case study used in the research was Nigeria but minor references and comparisons were made to most tourism sectors in Europe to assess the positive and negative impacts of the pandemic on employees and their future perceptions. In the case of this research, managers were given the chance to provide their personal opinions on the stress management implications, thereby representing the feelings, opinions and perceptions of every employee they were managing. The correlation coefficient between Psychological Safety and Job Stress .591, which signifies a strong correlation. The correlation coefficient between Psychological Safety and Stress Management Policy is .664 which signifies a strong correlation. The correlation coefficient between Psychological Safety and Remote Working is .622 which signifies a very strong correlation between them. The correlation between Psychological Safety measured with the gender factor produced a strong correlation with a coefficient of .351. With a population of 780,468, the sample size was 400 HR Managers. Keywords: Commitment, Employee Management, Occupational Stress, Pandemic Remote Working
650		0	_aJob stress _vDissertations, Academic
650		0	_aManagement _vDissertations, Academic
700	1		_aRüstemoğlu, Hasan _esupervisor
942			_2ddc _cTS
999			_c290906 _d290906