Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic
The COVID-19 pandemic forced many workers globally to work from home, suddenly, and often without choice, during a highly uncertain time. Adopting a longitudinal, person-centered approach, we explored patterns of change in employees’ psychological distress over three months following the early phase...
| Main Authors: | , , |
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| Format: | Journal Article |
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Taylor & Francis
2022
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| Online Access: | http://hdl.handle.net/20.500.11937/89230 |
| _version_ | 1848765183049072640 |
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| author | Knight, Caroline Keller, Anita Parker, Sharon |
| author_facet | Knight, Caroline Keller, Anita Parker, Sharon |
| author_sort | Knight, Caroline |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | The COVID-19 pandemic forced many workers globally to work from home, suddenly, and often without choice, during a highly uncertain time. Adopting a longitudinal, person-centered approach, we explored patterns of change in employees’ psychological distress over three months following the early phase of the pandemic. We investigated how change in distress unfolded for different latent subgroups. We modelled whether and how work characteristics, and individuals’ degree of detachment from work, predicted membership of different distress trajectories. Growth mixture modelling revealed two distress profiles: (i) a declining distress profile where employees experienced reduced distress over time, suggesting adaptation and/or improved coping; (ii) a rising distress profile where distress increased and eventually plateaued, suggesting a stress reaction process followed by adaptation. Employees with high workload, underload, or close monitoring, were more likely to belong to the rising distress profile. Detachment from work buffered the negative effect of workload and close monitoring on distress profile membership. Scheduling autonomy and colleague support did not predict profile membership. Contrary to predictions, manager support predicted membership in the rising distress profile. Our findings extend theoretical understanding of how distress unfolds over time, and show the importance of particular job demands in explaining these change processes. |
| first_indexed | 2025-11-14T11:31:12Z |
| format | Journal Article |
| id | curtin-20.500.11937-89230 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T11:31:12Z |
| publishDate | 2022 |
| publisher | Taylor & Francis |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-892302023-09-19T03:36:13Z Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic Knight, Caroline Keller, Anita Parker, Sharon 3507 - Strategy, management and organisational behaviour 3505 - Human resources and industrial relations The COVID-19 pandemic forced many workers globally to work from home, suddenly, and often without choice, during a highly uncertain time. Adopting a longitudinal, person-centered approach, we explored patterns of change in employees’ psychological distress over three months following the early phase of the pandemic. We investigated how change in distress unfolded for different latent subgroups. We modelled whether and how work characteristics, and individuals’ degree of detachment from work, predicted membership of different distress trajectories. Growth mixture modelling revealed two distress profiles: (i) a declining distress profile where employees experienced reduced distress over time, suggesting adaptation and/or improved coping; (ii) a rising distress profile where distress increased and eventually plateaued, suggesting a stress reaction process followed by adaptation. Employees with high workload, underload, or close monitoring, were more likely to belong to the rising distress profile. Detachment from work buffered the negative effect of workload and close monitoring on distress profile membership. Scheduling autonomy and colleague support did not predict profile membership. Contrary to predictions, manager support predicted membership in the rising distress profile. Our findings extend theoretical understanding of how distress unfolds over time, and show the importance of particular job demands in explaining these change processes. 2022 Journal Article http://hdl.handle.net/20.500.11937/89230 10.1080/02678373.2022.2117879 Taylor & Francis fulltext |
| spellingShingle | 3507 - Strategy, management and organisational behaviour 3505 - Human resources and industrial relations Knight, Caroline Keller, Anita Parker, Sharon Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic |
| title | Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic |
| title_full | Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic |
| title_fullStr | Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic |
| title_full_unstemmed | Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic |
| title_short | Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic |
| title_sort | job demands, not resources, predict worsening psychological distress during the early phase of the covid-19 pandemic |
| topic | 3507 - Strategy, management and organisational behaviour 3505 - Human resources and industrial relations |
| url | http://hdl.handle.net/20.500.11937/89230 |