COVID-19 outbreak has made the employees, the employers and the governments to re-think about Work From Home. WFH is not a brand new concept. It was introduced a few decades back. In the 1980s with the birth of the Internet, this concept came into practice. Many companies used this concept from time to time. Starting from large companies like Yahoo this was used by the many small to large scale companies. But they didn’t continue with this concept. Some companies used mixed methods like using both WFH home and working on-site practices. Is this concept practical enough? Yes, with the advancement of technology, collaboration, work progress tracking, activity monitoring, conferencing tools and methodologies were implemented. So this concept is 100% practical. But there are some issues too. Unplugging from work is the issue faced by most remote workers. Apart from that lacking person to person communication, security were some other concerns. Sri Lankan Context of WFH
Human Resource Management Styles differ from a company to another. But when it comes to a certain region the HRM practices of that region are almost the same. There could be slight differences. As an example the American Style of HRM & the Japanese Style of HRM is totally different. When it comes to the Japanese Practices of HRM; The core of the Japanese HRM depends on job security (Moriguchi, 2014) . Consultative decision-making practices, higher frequency of communication, lifetime employment, long-term planning horizons, generalist career paths, quality control circles and etc. America doesn't have strict regulations when compared to Japan labour employment conditions in Japan are very much regulated and controlled by the government. This is due in part to the fact that Japan is one of the most uncertainty avoiding countries. They dislike uncertainty and everything must be in good control without any uncertain occurring. As such, this is the need for many