Changes in workplace practices during the COVID-19 pandemic: the roles of emotion, psychological safety and organisation support

• DOI: 10.1108/joepp-06-2020-0104
• Publication Date: 2021-02-13T13:44:43Z
• Authors: Helena Lee
• Keywords: Emotional Labor; Psychological contract; Pandemic

Purpose The purpose of the study is to investigate psychological safety, organisation support and emotion in workplace during transition from office home working COVID-19 pandemic crisis. Past studies on mostly focus types discreet emotion, relation positive negative emotions (e.g. Connelly Torrence, 2018; Rubino et al. , 2013). Other reported that are derived social comparison processes (Matta Dyne, 2020). During a crisis, emotional responses workers organisational different group employees differ due exchange relationship. Hence, this contributes field by examining as investment both physical resources, crisis work-from-home setting. Through thick descriptions workers' transition, research examined how potentially impacts worker's experience safety. Design/methodology/approach was conducted Singapore context. In light pandemic, Government imposed regulatory restrictions, “Circuit Breaker” April 7 2020 curb spread virus infections. Most workplaces public service agencies private enterprises implemented work arrangements for most employees. data were generated an online survey included self-reported text-based narratives response open-ended questions. Open-ended questions effectively allowed respondents define real-world situation their perspectives. Salaried organisations invited take part research. Respondents comprise full-time, part-time contracted diverse sectors. final sample size 131 used. A qualitative analysis employed gain deeper insight into reactions, including personal experiences Findings examination, through thematic coding, reveals phenomenon triggered critical socio-emotional resources (i.e. task, flexibility, communication, health safety support) Specifically, employees' reactions elicited perceived support, cares well-being contributions and, turn, influence For example, approach communication (as form practised managers has implications levels experienced employee. addition, can be interpreted support. findings revealed such anxiety, stress, unfairness, inferiority vulnerability inequity with decisions or referent others higher level management (upward emotion). On other hand, pride, empathy, shared goals care, collective interest lower subordinate (downward This adds theoretical depth groups organisation. Practical practical contribute human resource practices understanding core periphery groups. It imperative exercise equity allocation treatment between (core periphery). show arise within linking fairness. managerial supervisor style key factors promoting healthy Management micromanagement control not favourable among employees, autonomy, trust empathy resonate major changes, demonstrating employee care feedback, timely specific information sharing participatory perception procedural interactional initial phase change amid some element inevitable. Supervisor may come open conveying rationale need one process flexibility accorded another task. empowerment decisions, assurance enhancing high Originality/value examines roles (full-time, employees) context pandemic. There been scant relating these topics. reveal changes display supported past autonomy decision-making, affect