Engagement, Exhaustion, and Perceived Performance of Public Employees Before and During the COVID-19 Crisis

The Effect of Perceived Organizational and Supervisory Support on Employee Engagement During COVID-19 Crises: Mediating Effect of Work-Life Balance Policy

This article examines how organizational and supervisory supports, directly and indirectly, impact employee engagement in U.S. federal agencies during the COVID-19 pandemic. This study applies two analysis models for two different sample groups: federal workers who were required to be physically present at a worksite during the pandemic and those who were not required to do so. Drawing from the sampling frame comprised of "permanently employed, non-political, non-seasonal, full- or part-time federal employees" in pay status as of October 2019, the findings from the U.S. Federal Employment Viewpoint Survey 2020 indicate that organizational and supervisory supports directly impact employee engagement regardless of employees' work arrangements. However, work engagement is not increased by organizational and supervisory supports that actively encourage employees to use conventional incentives such as work-life balance policies. At the organizational level, this study suggests the need to redesign strategies to motivate public agents to engage in the agency's mission because conventional and systemic employee support may be ineffective as currently designed. Overall, this study sheds more light on existing studies of public human resource management by examining employee engagement according to work arrangements during the pandemic.

Burnout and Professional Engagement during the COVID-19 Pandemic among Nursing Students without Clinical Experience: A Cross-Sectional Study

Burnout affects many healthcare professionals, especially nurses, causing serious health problems and disrupting the work environment. Academic burnout may also be experienced, leading students to feel unable to cope with their education. As a result, they may lose interest and even consider abandoning their studies. Hence, burnout syndrome can affect both the mental health and the professional future of those affected. To evaluate academic burnout in nursing students who had no clinical experience before starting their practical training, a cross-sectional study involving 212 third-year nursing students at the University of Granada was conducted. Data were collected using the Granada Burnout Questionnaire, the Utrecht Work Engagement Scale, the NEO Five-Factor Inventory, the Hospital Anxiety and Depression Scale, and the Fear of CoronaVirus-19 Scale. High levels of burnout were present in 37.8% of the students. Moreover, 21.5% and 8.7% had borderline cases of anxiety or depression, respectively. Another 30.8% and 9.2%, respectively, were considered likely to present these conditions. According to the predictive models of burnout dimensions obtained, neuroticism is a predictor of all three burnout dimensions. Furthermore, anxiety, depression, extraversion, responsibility and engagement are predictors of some dimensions of the syndrome. Many nursing students present high levels of burnout, which is related to certain personality variables and to the presence of anxiety and/or depression. The level of professional engagement is inversely associated with the impact of burnout. The participants in this study have normalised their return to the pre-pandemic study routine (in-person classes), and fear of COVID-19 was not a significant predictor of any dimension of burnout.

Why increase in telework may have affected employee well-being during the COVID-19 pandemic? The role of work and non-work life domains

Given that millions of employees switched to mandatory telework during COVID-19, and as teleworking practices are likely to continue, it is essential to understand the potential impact of mandatory and non-flexible teleworking practices on employee well-being. Drawing on Conservation of Resources theory, we find support for resource gains as increase in job control mediates the link between increases in teleworking and improvements in well-being (increases in work engagement and decreases in burnout and job boredom). Conversely, the findings indicate resource losses as loss of social support and higher work-non-work interference explain the deterioration in well-being for those whose teleworking increased since the COVID-19 outbreak. By coupling role depletion and role enrichment theories, we find that employees who had children living at home experienced greater work-non-work interference due to increased teleworking. However, having children also buffered the negative impact of work-non-work interference on well-being. The findings are based on a Finnish population sample collected three months before and after the COVID-19 outbreak in March 2020 (N = 996 of matched respondents) and latent change score analyses of within-person changes. Our results provide new insights regarding the potential impact of teleworking on employee well-being in a context where teleworking is not flexible and self-selected by the employees. Notably, our results draw bridges (rather than burn them) between role depletion and enrichment frameworks as having children may simultaneously be "a burden" and "a gift".

Supplementary information

The online version contains supplementary material available at 10.1007/s12144-023-04250-8.

Relationship Between Psychological Distress, Burnout and Work Engagement in Workers During the COVID-19 Pandemic: A Systematic Review

Objective: The psychological distress that the COVID-19 pandemic has produced has generated negative effects on workers, and in one way or another this has affected their work engagement within companies. The aim of this research was to assess the relationship between psychological distress, burnout and work engagement in workers during the COVID-19 pandemic. Methods: A systematic review was carried out following the PRISMA methodology, taking articles from the Scopus, Pubmed, and Web of Science databases from the beginning of the pandemic until November 2022. The methodological quality was assessed using the Joanna Briggs Institute (JBI) critical appraisal tools for non-randomised studies. Results: 24 articles were selected. All the articles found an association between psychological distress, burnout or other factors and work engagement. Conclusion: The COVID-19 pandemic has had an impact on work engagement and a negative relationship with psychological distress and burnout, hence the importance of companies taking measures to minimise levels of psychological distress and burnout.

Antecedents and Outcomes of Work-Life Balance While Working from Home: A Review of the Research Conducted During the COVID-19 Pandemic

We present a systematic review of 48 studies conducted between March 2020 and March 2022 that examined work-life balance (WLB) among those who worked from home. We propose a conceptual framework that organizes the antecedents and outcomes of WLB based on resource loss and gain. Resource loss occurred when employees faced stressors such as perceived work intensity, workspace limitations, technostress, professional isolation, work interdependence, housework intensity, care work intensity, and emotional demands. Resource gain was likely when employees were supported by resources such as work supervisors and family members, received job autonomy, and were personally adaptable. Our findings have resonance for remote work contexts beyond the pandemic by seeking patterns across the literature that examined WLB while working from home. We contextualize antecedents and outcomes of WLB and suggest stressors and resources that impact WLB are dynamically related. Our review informs HRD practitioners as they manage the post-pandemic remote work.

A Qualitative and Longitudinal Study on the Impact of Telework in Times of COVID-19

Mandatory teleworking has become a major tool of public authorities for mitigating the spread of COVID-19 when work activity allows it. A lexical and morphosyntactic analysis was performed with 22 employees interviewed at home by phone on two occasions during and after a national lockdown (April 2020 and March 2021). The results indicate that the organizational changes initially implemented became sustainable and highlight a change in work practices. Changes in working time structure were observed and led to a feeling of intensification and/or increase in working hours. The preservation of the professional bond through informal exchanges required a deliberate communicative effort. The lack of face-to-face social relations deprived employees of both their usual ways of working and the meaning they found in them. Finally, the continuation of the health crisis (phase 2) and the multiple reorganizations generated a decrease in wellbeing (mental wear and tear). Employees feared that the company’s management would retain a working model based mainly on remote working.