The first objective of the present study was to investigate the association between perceived stress, psychological distress, and job performance among workers during the first wave of the COVID-19 pandemic. As a second objective, this study sought to examine whether management practices aimed at promoting employees’ psychological health can moderate this relationship. A total of 435 workers answered a self-reported questionnaire assessing perceived stress, psychological distress, and job performance as well as health-promoting management practices adopted by their manager, which focused on establishing work structure, demonstrating consideration and showing support. Results indicated that perceived stress was negatively associated with job performance and this relation was mediated by psychological distress. Moderation analysis revealed that for low and average levels of health-promoting management practices, perceived stress was negatively associated with job performance. However, when workers perceived that their supervisor adopted several health-promoting management practices, the association between perceived stress and job performance became non-significant. Also, the association between perceived stress and psychological distress was positive and significant for all levels of health-promoting management practices, but its strength diminished as management practice increased. Finally, a moderated mediation analysis indicated that the indirect effect of perceived stress on job performance through psychological distress was moderated by health-promoting management practices. This study contributes to the advancement of knowledge by demonstrating that, in a context of a crisis which can cause considerable stress, such as the COVID-19 pandemic, health-promoting management practices can buffer the deleterious effect of perceived stress on psychological health and job performance.

The aim of this study was to identify specific management practices that promote the psychological health of remote workers in the context of the COVID‐19 crisis. A two‐round Delphi study was conducted among 28 teleworkers and 22 managers. A list of 60 specific management practices was presented and participants had to identify whether each one could be used in the current remote working context and, if so, how useful it was to promote psychological health at work. Results indicate that most specific management practices usually used in a face‐to‐face setting can also be used in a remote context (85%). Practices that show consideration, establishing work structure, and allowing flexibility were also identified as the most useful to promote remote workers' psychological health during the pandemic. This study contributes to the advancement of knowledge about specific management practices, remote working, and crisis management. It also suggests specific practices that managers can adopt to promote the psychological health of their employees during a period of crisis, even while managing from a distance.