Working Under Pandemic Conditions

The study of mindfulness as an intervening factor for enhanced psychological well-being in building the level of resilience

Background

By using a practice like mindfulness, people may become more adaptable and flexible in difficult situations, which lowers the levels of unfavorable experiences. Only a small number of research have examined the connection between mindfulness and resilience, with mindfulness as a source of PWB influencing millennials' resilience when faced with adversity. This study sought to close this gap by exploring the role that mindfulness practice plays in millennials' PWB and subsequent increases in resilience to adversity.

Methods

In this study, key components linked to mindfulness, PWB, and resilience are combined with a thorough literature assessment. Millennials who are active members of the Ti-Ratana Youth in Malaysia and the Buddhist Missionary Society of Malaysia (BMSM) Youth Section make up the study's sample population. Before completing the online survey form, each participant was instructed to engage in 4 weeks of supervised mindfulness practice. To assure the validity of the data gathered, it was crucial to secure the youth's commitment. Only 231 of the 300 respondents who received the link to the online survey had replies that could be used for further research. To analyze the collected data and conduct hypothesis testing, Smart-PLS was used.

Results

Academic research has shown that factors, such as a heavy workload, time constraints, lengthy workdays, work-related home conflicts, and an unstable and uncertain environment all lead to a drop in PWB. According to the findings, the two most significant variables promoting resilience are mindfulness and positive PWB. The outcomes of this experimental study confirmed earlier findings that millennials' PWB and resilience are enhanced by mindfulness training.

Conclusion

The study's findings suggest that, in times of high uncertainty, mindfulness-based intervention programs should be expanded to include all young people. This study offers empirical support for the effectiveness of mindfulness-based interventions in raising PWB and resilience.

Do digital competencies and social support boost work engagement during the COVID-19 pandemic?

In today's world of work, the need for digital communication and collaboration competencies became even more prevalent during the ongoing COVID-19 pandemic. Yet, research and practice are lacking solid measurement instruments assessing digital communication and collaboration competencies of workers so far. Furthermore, it is yet unknown if digital communication and collaboration competencies and other so far known resources indeed act as drivers of work engagement during the pandemic. Based on the Job Demands-Resources (JD-R) model and the conservation of resources theory, we hypothesized that personal (digital communication and collaboration competencies) and job (social support) resources positively influence each other over time, also boosting work engagement. In a cross-lagged study design during the pandemic, we investigated our hypotheses in a sample of German workers (N = 231). Against our expectations, we did not find support for effects from personal or job resources on work engagement over time or effects of the resources influencing each other. Instead, we found high stabilities of digital communication and collaboration competencies and work engagement. Our results provide important insights into the motivational process of individuals working during a pandemic. The theoretical and practical implications for the JD-R model in times of crisis are discussed.

Researching employee experiences and behavior in times of crisis: Theoretical and methodological considerations and implications for human resource management

Over the past 2 years, numerous empirical studies in the fields of human resource management, organizational behavior, and industrial, work, and organizational psychology have investigated employee experiences and behavior during the COVID-19 pandemic. The goal of this paper is to take a step back and to outline several theoretical and methodological considerations when researching employee experiences and behavior in times of crisis more generally. These insights may be useful when developing conceptual models, designing empirical studies, and managing people in the context of future crises. We first review theoretical approaches that could be applied to explain changes in employee experiences and behavior in times of crisis, including stress theories, theories of adjustment to work-related changes, career construction theory, event system theory, transition-adaptation theories, the crisis management and resilience framework, and the social identity model of identity change. Second, we outline methodological considerations and best practices regarding the research design of quantitative empirical studies, sampling, measurement, and analytic strategies. Throughout, we highlight empirical studies on employee experiences and behavior during the COVID-19 pandemic that have adopted these theoretical approaches and methodological best practices. We conclude with several suggestions for future theory development and empirical studies on employee experiences and behavior as well as human resource management in times of crisis.