ArticleInternational journal of environmental research and public health2022
To Change or Not to Change: A Study of Workplace Change during the COVID-19 Pandemic.
Article in International journal of environmental research and public health, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 9 papers.
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Who cites it
9 citing papers in PubMed, 31 citations in OpenAlex.
- Predictors of employee well-being: A global measurements using reflective-formative model.Heliyon · 2024Article
- Executive and hierarchical models for participatory response to health emergencies in the workplace: Lessons from COVID-19.Heliyon · 2024Article
- The Relationship Between Work-to-Family Conflict and Conspicuous Consumption: An Identity Theory Perspective.Psychology research and behavior management · 2023Article
- The virus made me lose control: The impact of COVID-related work changes on employees' mental health, aggression, and interpersonal conflict.Frontiers in public health · 2023Article
- Work fatigue during COVID-19 lockdown teleworking: the role of psychosocial, environmental, and social working conditions.Frontiers in psychology · 2023Article
- The impact of leadership on employee well-being: on-site compared to working from home.BMC public health · 2022Article
- Effect of Working from Home on the Association between Job Demands and Psychological Distress.International journal of environmental research and public health · 2022Article
- Within- and between-person changes in work practice and experiences due to COVID-19: Lessons learned from employees working from home, hybrid working, and working at the office.Frontiers in psychology · 2022Article
- "Make it possible for more people to work at home!" representations of employee motivation and job satisfaction in Danish and Norwegian newspapers during the COVID-19 pandemic.Frontiers in psychology · 2022Article
Corrections and comments
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Authors and funding
5 authors at 2 institutions in 2 countries.
Funding
No grant is acknowledged in the PubMed record.
Abstract
After the outbreak of the COVID-19 pandemic, many employees were suddenly required to work more from home. Previous literature on working from home may not be applicable to this mandatory and overall change. In this study, we drew on the Job Demands-Resources (JD-R) model to explore the relationships between job demands (workload and work-home conflict) as well as resources (support from leaders, coworkers, and the family) and wellbeing (burnout and work engagement) in employees who still went to the workplace (no-change group) and employees who transitioned into working from home (change group) during the COVID-19 pandemic. Data were analyzed with multivariate structural equation modeling. The results indicate that work-home conflict was detrimental for employee wellbeing in both groups. Interestingly, the workload seems to contribute to work engagement for employees who worked from home. Regarding the resources, the three different sources of social support, leaders, coworkers, and family, were all related to employee wellbeing, but in different ways. It seemed that family support was most important for employees' wellbeing in the change group. This study presents implications for the wellbeing of employees in both the change and no-change group during the COVID-19 pandemic, emphasizing the importance of family-friendly policies.
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Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.