Management Science Burdens in Bangladesh: A Case of Food-Services Organizations

Md Nowshed Tuhin

doi:10.31181/msa21202516

Authors

Md Nowshed Tuhin Business School of Sichuan University, Chengdu, China Author https://orcid.org/0009-0001-4854-6999

DOI:

https://doi.org/10.31181/msa21202516

Keywords:

Talent Management, COVID-19, Remote Work, Organizational Resilience, Cross-Training, Digital Communication, Contingency Planning, Performance Management

Abstract

The COVID-19 pandemic severely disrupted global work environments, particularly in developing economies. This study investigates how a Bangladeshi food-services company managed talent during the early pandemic phase. A survey of 30 mid-to-senior-level managers assessed operational disruptions, remote work challenges, and financial pressures. Quantitative analysis using SPSS, including multiple regression, identified drivers of employee performance decline. Performance decline was significantly predicted by pandemic disruption and resistance to change, explaining 72% of the variance. Strategic practices such as cross-training and remote work planning mitigated performance risks. The findings establish a valuable baseline for longitudinal research. Organizations in developing economies must institutionalize agile, digitally enabled workforce strategies to enhance resilience against future crises.

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