Work‐Related Psychosocial Risk Factors and Coping Resources during the COVID‐19 Crisis

Rigotti, Thomas; Yang, Liu-Qin; Jiang, Zhou; Newman, Alexander; Cuyper, Nele De; Sekiguchi, Tomoki

doi:10.1111/apps.12307

Cited by 54 publications

(60 citation statements)

References 16 publications

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“…The results of this study are even more interesting if viewed in the aftermath of the pandemic outbreak. Many have recognized the pandemic as a significant stress factor for organizations and individuals ( Rigotti et al, 2021 ). Forced remote work may have led to experiencing the transition negatively, with feelings of technostress ( Molino et al, 2020 ), little support from the supervisors ( Vaziri et al, 2020 ), which in turn, may have negatively affected how people manage their family responsibilities, as our results might suggest.…”

Section: Discussionmentioning

confidence: 99%

Job Insecurity and Job Performance: A Serial Mediated Relationship and the Buffering Effect of Organizational Justice

2021

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The study aimed to extend the current knowledge of the relationship between job insecurity and performance. In line with traditional stress theories, work-family and burnout were hypothesized as serial mediators of the negative link between job insecurity and job performance. Also, the current study hypothesized that the association between job insecurity and the mediators [i.e., Work-family conflict (WFC) and burnout] could be buffered by perceived organizational justice among employees. Therefore, we empirically tested a moderated serial mediation model. Participants were 370 employees of an Italian multiservice social cooperative. Data were collected using a self-report questionnaire in the aftermath of the COVID-19 pandemic outbreak. The obtained results indicated that WFC and burnout mediated the association between job insecurity and job performance. Furthermore, perceived organizational justice buffered the relationship between job insecurity and WFC. Concerning job burnout, the association with job insecurity was moderated only among employees perceiving medium and high levels of organizational justice. The moderated serial mediation index provided support to the role of organizational justice in decreasing the association between job insecurity and job performance. This study delves deeper into the variables explaining the relationship between job insecurity and job performance by testing a serial process mechanism that involved WFC and burnout. Additionally, the obtained results provide suggestions to organizations and managers regarding the protective role of organizational justice to sustain employees’ mental health and performance. Practical implications at the organizational and managerial level are provided, along with a focus on the actual impact of the pandemic.

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Section: Discussionmentioning

confidence: 99%

Job Insecurity and Job Performance: A Serial Mediated Relationship and the Buffering Effect of Organizational Justice

2021

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“…The unprecedented outbreak of COVID-19, which brought not only a health crisis, but also an international economic threat (Kniffin et al, 2020;Kufel, 2020;Korzeb & Niedziółka, 2020;Ingusci et al, 2021;Zinecker et al, 2021) has required many of employees to work from home, regardless of their preferences, abilities, and the type of work (Rigotti et al, 2021;Wang et al, 2021). Thus, working from home or teleworking (known also as remote work, telecommuting) that was previously practiced occasionally by a few employees (Allen et al, 2015;Dima et al, 2019), has become the new norm for many of them (Bolisani et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Some employees had to contend with pay cuts, unpaid leave or job loss (Ojo et al, 2021), which increased uncertainty vis-à-vis job and financial security (Britt et al, 2020;Rudolph et al, 2020). Employees likewise faced challenges in the way their work was organized, that is, they experienced elevated workload (e.g., Wang et al, 2021) and unclear job instructions (i.e., high role ambiguity; Rigotti et al, 2021;Rudolph et al, 2020). All these challenges that employees had to face during the pandemic caused high strain levels, such as burnout (Britt et al, 2020;Brown, 2020;Segers, 2020) and varying mental disorders such as anxiety, post-traumatic stress, depression (Carey et al, 2020;González-Sanguino et al, 2020;Moore & Kolencik, 2020;Rigotti et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…When organizations provide insufficient support or resources, especially when individual ability to cope with changes in the environment (i.e., resilience) is low, there is a higher probability that employees' cognitive and affective functioning will be impaired while teleworking during COVID-19 (Kuntz, 2021). This suggests that organisations may foster employees' resilience by managing risk factors (i.e., factors with detrimental effects on well-being, so-called job stressors or demands) and by developing resources, that is, factors that protect well-being (Rigotti et al, 2021). Resilience in the workplace has been conceptualized in many ways, for example, as a protective factor associated to certain personal attributes, which allows individuals to restore their well-being after being exposed to a crisis, or as a cognitive-emotional process of adaptation to acute stressors by using personal, social and contextual resources (see Kuntz, 2021).…”

Section: Introductionmentioning

confidence: 99%

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Exhaustion while teleworking during COVID-19: a moderated-mediation model of role clarity, self-efficacy, and task interdependence

Mihalca

Rațiu

Brendea

et al. 2021

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Research background: The global COVID-19 pandemic created an unprecedented challenge not only for employees? well-being, but also for the nature of their work, as teleworking became the norm for many of them almost overnight. Thus, there is a need to a more fine-grained understanding of the specific job demands experienced while teleworking during COVID-19, and the specific resources that mitigate the detrimental effects of demands and help employees to adopt resilient responses during and beyond COVID-19. Purpose of the article: Drawing upon the job demands-resources model, the present study aims at investigating the link between work overload (a job demand) and employee well-being (i.e., burnout), considering role clarity (a job resource) as a mediator, and task interdependence and self-efficacy as two potential boundary conditions. Methods: In order to examine the link between work overload, role clarity and emotional exhaustion moderated by task interdependence and self-efficacy, we used survey data from 701 Romanian employees at a large information technology company, who worked from home during COVID-19. We employed regression-based path analysis to examine the hypothesized relations. Findings & value added: The results reveal that role clarity partially mediates the relation between work overload and emotional exhaustion while teleworking during COVID-19. Moreover, the results from the moderated mediation analysis show that role clarity, self-efficacy, and task interdependence interact in their effects on emotional exhaustion. This study has important theoretical and managerial implications for employee well-being that go beyond the pandemic. As this study shows, when high levels of workload and task interdependence cannot be avoided, employees? personal (self-efficacy) and job (role clarity) resources might be particularly useful to reduce their exhaustion while teleworking. Based on these results, managers can design better jobs for remote workers and more flexible work arrangements in the future.

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“…On the contrary to the earlier published papers on pandemic-induced telework that focused on how the limitations at home of first-time remote workers impacted their wellbeing and work-family balance [3,41], our research contributes to a more recent endeavor that focuses the analysis on the work design perspective [43,44]. Many previous findings about remote working may have suffered from a selection bias since it was usually adopted on a voluntary basis.…”

Section: Discussion and Concluding Remarksmentioning

confidence: 77%

From Stationary to Remote: Employee Risks at Pandemic Migration of Workplaces

et al. 2021

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The first lockdown due to COVID-19 in the year 2020 created a particular scenario that forced a change to telework among diverse professions and social groups. This article presents the results of research carried out among samples of Polish, Lithuanian and Spanish remote workers concerning working conditions in organizations and at home, and the potential impact of some professional hazards from home-based telework. On the contrary to earlier published papers on pandemic-induced telework that focused on how the limitations at home of first-time remote workers impacted on their well-being and work–family balance, our research contributes to a more recent endeavor that focuses the analysis on the work design perspective. The results of the survey indicate that employees felt more stressed and in conflict at their remote workstations when they had to telework during the lockdown, and that this negative output was significantly related to the deterioration of some working dimensions like space, quality and design but not to the perception of professional hazards from home-based telework. According to our research, the forced situation seemed not to be a favorable factor for implementing changes in light of the insufficient technical and organizational preparation of employers as well as the employees’ mental preparation. It should be necessary to update sequentially the results of the epidemic-induced telework and conduct research for various stages of the pandemic and the subsequent economic recovery. This could help popularize remote work as one of the tools of the labor market in the future and as a tool for treating labor resources as an element of sustainable development.

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Work‐Related Psychosocial Risk Factors and Coping Resources during the COVID‐19 Crisis

Cited by 54 publications

References 16 publications

Job Insecurity and Job Performance: A Serial Mediated Relationship and the Buffering Effect of Organizational Justice

Job Insecurity and Job Performance: A Serial Mediated Relationship and the Buffering Effect of Organizational Justice

Exhaustion while teleworking during COVID-19: a moderated-mediation model of role clarity, self-efficacy, and task interdependence

From Stationary to Remote: Employee Risks at Pandemic Migration of Workplaces

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