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Pandemics: Implications for research and practice in industrial and organizational psychology
Pandemics have historically shaped the world of work in various ways. With COVID-19 presenting as a global pandemic, there is much speculation about the implications of this crisis for the future of work and for people working in organizations. In this article, we discuss 10 of the most relevant research and practice topics in the field of industrial and organizational psychology that will likely be strongly influenced by COVID-19. For each of these topics, the pandemic crisis is creating new work-related challenges, but it is also presenting various opportunities. The topics discussed herein include occupational health and safety, work–family issues, telecommuting, virtual teamwork, job insecurity, precarious work, leadership, human resources policy, the aging workforce, and careers. This article sets the stage for further discussion of various ways in which I-O psychology research and practice can address the issues that COVID-19 creates for work and organizational processes that are affecting workers now and will shape the future of work and organizations in both the short and long term. This article concludes by inviting I-O psychology researchers and practitioners to address the challenges and opportunities of COVID-19 head-on by proactively adapting the work that we do in support of workers, organizations, and society as a whole.
Journal Article
Well-being and work : towards a balanced agenda
\"Work and well-being is one of the fastest growing areas of concern to business, public sector and government. This book looks at the causes of stress in the modern work-place, and offers practical advice for managers on how to combat stress in their employees, and put in place strategies for developing a healthy workplace.\"--Publisher's website.
Book
Workplace incivility: A review of the literature and agenda for future research
A growing body of research explores workplace incivility, defined as low-intensity deviant workplace behavior with an ambiguous intent to harm. In the 15 years since the theoretical introduction of the workplace incivility construct, research in this domain has taken off, albeit in a variety of directions. We review the extant body of research on workplace incivility and note the multitude of samples, sources, methodologies, and instrumentation used. In this review article, we provide an organized review of the extant body of work that encompasses three distinct types of incivility: experienced, witnessed, and instigated incivility. These three types of incivility serve as the foundation for a series of comprehensive models in which we integrate extant empirical research. In the last part of this review article, we suggest directions for future research that may contribute to this growing body of work.
Journal Article
Impact of the usage of social media in the workplace on team and employee performance
How does the usage of social media in the workplace affect team and employee performance? To address this cutting edge and up-to-date research question, we ran a quasinatural field experiment, collecting data of two matched-sample groups within a large financial service firm in China. We find that work-oriented social media (DingTalk) and socialization-oriented social media (WeChat) are complementary resources that generate synergies to improve team and employee performance. The instrumental value provided by work-oriented social media is reinforced by the expressive value provided by socialization-oriented social media, which help firms to create business value from information technology investments.
Paper
Mobility restrictions were associated with reductions in COVID-19 incidence early in the pandemic: evidence from a real-time evaluation in 34 countries
Most countries have implemented restrictions on mobility to prevent the spread of Coronavirus disease-19 (COVID-19), entailing considerable societal costs but, at least initially, based on limited evidence of effectiveness. We asked whether mobility restrictions were associated with changes in the occurrence of COVID-19 in 34 OECD countries plus Singapore and Taiwan. Our data sources were the
Google Global Mobility Data Source,
which reports different types of mobility, and COVID-19 cases retrieved from the dataset curated by
Our World in Data.
Beginning at each country’s 100th case, and incorporating a 14-day lag to account for the delay between exposure and illness, we examined the association between changes in mobility (with January 3 to February 6, 2020 as baseline) and the ratio of the number of newly confirmed cases on a given day to the total number of cases over the past 14 days from the index day (the potentially infective ‘pool’ in that population), per million population, using LOESS regression and logit regression. In two-thirds of examined countries, reductions of up to 40% in commuting mobility (to workplaces, transit stations, retailers, and recreation) were associated with decreased cases, especially early in the pandemic. Once both mobility and incidence had been brought down, further restrictions provided little additional benefit. These findings point to the importance of acting early and decisively in a pandemic.
Journal Article
How effective are organizational-level interventions in improving the psychosocial work environment, health, and retention of workers? A systematic overview of systematic reviews
OBJECTIVE: This study aimed to systematically review the effectiveness of organizational-level interventions in improving the psychosocial work environment and workers’ health and retention. METHODS: We conducted an overview of systematic reviews on organizational-level interventions published between 2000 and 2020. We systematically searched academic databases, screened reference lists, and contacted experts, yielding 27 736 records. Of the 76 eligible reviews, 24 of weak quality were excluded, yielding 52 reviews of moderate (N=32) or strong (N=20) quality, covering 957 primary studies. We assessed quality of evidence based on quality of review, consistency of results, and proportion of controlled studies. RESULTS: Of the 52 reviews, 30 studied a specific intervention approach and 22 specific outcomes. Regarding intervention approaches, we found strong quality of evidence for interventions focusing on “changes in working time arrangements” and moderate quality of evidence for “influence on work tasks or work organization”, “health care approach changes”, and “improvements of the psychosocial work environment”. Regarding outcomes, we found strong quality of evidence for interventions about “burnout” and moderate quality evidence for “various health and wellbeing outcomes”. For all other types of interventions, quality of evidence was either low or inconclusive, including interventions on retention. CONCLUSIONS: This overview of reviews identified strong or moderate quality of evidence for the effectiveness of organizational-level interventions for four specific intervention approaches and two health outcomes. This suggests that the work environment and the health of employees can be improved by certain organizational-level interventions. We need more research, especially about implementation and context, to improve the evidence.
Journal Article
Estimating worldwide effects of non-pharmaceutical interventions on COVID-19 incidence and population mobility patterns using a multiple-event study
Various non-pharmaceutical interventions were adopted by countries worldwide in the fight against the COVID-19 pandemic with adverse socioeconomic side effects, which raises the question about their differential effectiveness. We estimate the average dynamic effect of each intervention on the incidence of COVID-19 and on people’s whereabouts by developing a statistical model that accounts for the contemporaneous adoption of multiple interventions. Using daily data from 175 countries, we show that, even after controlling for other concurrent lockdown policies, cancelling
public events
, imposing restrictions on
private gatherings
and closing
schools
and
workplaces
had significant effects on reducing COVID-19 infections. Restrictions on
internal movement
and
public transport
had no effects because the aforementioned policies, imposed earlier on average, had already de facto reduced human mobility.
International travel
restrictions, although imposed early, had a short-lived effect failing to prevent the epidemic from turning into a pandemic because they were less stringent. We interpret the impact of each intervention on containing the pandemic using a conceptual framework which relies on their effects on human mobility behaviors in a manner consistent with time-use and epidemiological factors.
Journal Article
Consideration of psychosocial factors in workplace risk assessments: findings from a company survey in Germany
PurposeWork-related psychosocial risks are an increasingly important issue in occupational safety and health (OSH) policy. In Germany, as in many other European countries, employers are legally required to carry out workplace risk assessments (WRAs) and to account for psychosocial factors when doing this. The aim of this study was to expand the still scarce and sketchy empirical evidence on the extent to which employers comply with these obligations, as well as on possible determinants of compliance behaviour.MethodsSurvey data from 6500 German companies were used to calculate the prevalence of workplace risk assessments that include psychosocial factors. Furthermore, multinomial logistic regressions were performed to explore which company characteristics influence the chance of psychosocial risk assessment occurrence.ResultsThe prevalence of psychosocial risk assessments was 21%. Next to company size (OR = 5.7, 95% CI 3.0–11.0), availability of safety specialist assistance (OR = 3.5, 95% CI 2.6–4.6), availability of occupational health specialist assistance (OR = 3.4; 95% CI 2.6–4.4) and inspection by OSH authority (OR = 3.4, 95% CI 2.4–4.7) were the strongest predictors of psychosocial risk assessment occurrence. Smaller (but still significant) effect sizes were found for the level of knowledge about legal OSH requirements, training of managers in OSH, economic situation of the company, presence of a works council, positive view on the benefit of OSH, affiliation with the production sector and magnitude of psychosocial risks within the company.ConclusionsThe study results indicate large deficiencies in the implementation of psychosocial risk assessments, especially for small companies. Findings suggest that enhancing companies’ utilisation of professional OSH experts and strengthening the advisory and control capacities of the OSH inspection authorities in the area of psychosocial risks would be beneficial for improving the current situation.
Journal Article
CORPORATE SOCIAL RESPONSIBILITY AS AN EMPLOYEE GOVERNANCE TOOL: EVIDENCE FROM A QUASI-EXPERIMENT
Research summary: This study examines whether companies employ corporate social responsibility (CSR) to improve employee engagement and mitigate adverse behavior at the workplace (e.g., shirking, absenteeism). We exploit plausibly exogenous changes in state unemployment insurance (UI) benefits from 1991 to 2013. Higher UI benefits reduce the cost of being unemployed and hence increase employees' incentives to engage in adverse behavior. We find that higher UI benefits are associated with higher engagement in employee-related CSR. This finding suggests that companies use CSR as a strategic management tool—specifically, an employee governance tool—to increase employee engagement and counter the possibility of adverse behavior. We further examine plausible mechanisms underlying this relationship. Managerial summary: This study examines whether companies employ corporate social responsibility (CSR) to improve employee engagement and mitigate adverse behavior at the workplace (e.g., shirking, absenteeism). We find that companies react to increased risk of adverse behavior by strategically increasing their investment in employee-related CSR (e.g., work-life balance benefits, health and safety policies). Our findings have important managerial implications. In particular, they suggest that CSR may help companies motivate and engage their employees. Hence, companies dealing with employees that are unmotivated, regularly absent, or engage in other forms of adverse behavior, may find it worthwhile to design and implement effective CSR practices. Further, our findings suggest that CSR can be used as employee governance tool. Accordingly, managers could benefit from integrating CSR considerations into their strategic planning.
Journal Article