Research on workplace recovery recognizes that employees must restore lost resources after work in order to improve their subsequent well-being and performance. Scholars have also noted that employees' recovery experiences-psychological detachment, relaxation, mastery, and control-vary day-today , yielding crucial implications for the aforementioned outcomes. Yet, despite these important theoretical and empirical insights, researchers to date have not comprehensively examined multiple daily recovery experiences in conjunction, instead studying the unique effects of only one or two experiences in isolation. Using a person-centric view of employees' recovery experiences, the current study examines whether profiles of daily recovery experiences occur for employees, and how these profiles (a) vary in membership from one day to the next, (b) are differentiated by daily job demands and resources experienced at work, and (c) predict employee well-being and discretionary behaviors during the subsequent workday. Using experience sampling data from 207 full-time employees, results revealed five profiles of daily recovery experiences that exhibited distinct relations with within-person antecedents and outcomes. As such, the current investigation represents a necessary first step in understanding how employees jointly experience recovery in relation to their daily work and well-being.

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While some organizations are thriving during the COVID-19 pandemic, many are experiencing a crisis—a threat to organizational longevity, time pressure, and inadequate resources. Building on prior work examining emotions during times of crisis and changes that people undergo during major life transitions, as well as media accounts suggesting that employees have had positive and negative emotions tied to aspects of working during COVID-19, we adopt a person-centric view to examine profiles of monthly emotions regarding organizational reopening. Additionally, we consider how employees transition from one profile of emotions to another across months. In so doing, we consider whether feelings of hope, gratitude, fear, and resentment co-occur for employees; how employees transition across profiles from one month to the next as a function of perceptions of organizational leaders’ trustworthiness and their handling of the COVID-19 crisis; and how changes in profile membership relate to employee well-being, work outcomes, and prevention behaviors to avoid contracting COVID-19. Using 1,422 total measurements from August 2020 to November 2020 from employees at a single university during two monthly transitions with significant crisis-related events (i.e., return to in-person teaching, students living on campus, announcement of pay cuts and furloughs, and the subsequent announcement that some of those conditions would change), we identified four profiles of monthly emotions, with perceived leader trustworthiness and handling of the pandemic being critical features of why employees belonged to different profiles between August–September and October–November. Further, we found implications of monthly transitions for work and COVID-related outcomes.

New labor market entrants face significant hurdles when searching for a job, with these stressors likely amplified during the COVID-19 pandemic. Here, we consider how COVID-induced job search anxietyfeeling anxious about one's job search due to issues imposed by the pandemic-has the potential to affect adaptive, goal-directed efforts, and maladaptive, goal-avoidant reactions. We theorize that this anxiety can prompt job seekers to engage in problem-solving pondering and affect-focused rumination, with these experiences relating to whether job seekers engage in various forms of search-related efforts the following week. In particular, we consider whether job seekers are engaging in dream job search effort (i.e., effort toward pursuing one's dream job), as well as focused (i.e., effort toward a selection of carefully screened jobs), exploratory (i.e., effort toward a wide swath of jobs in a broad manner), and haphazard (i.e., effort toward applying for any job without a clear plan) job search effort. Further, we consider how stable beliefs relevant to the pandemic (i.e., belief in conspiracy theories; belief in COVID-19 being a public health crisis) affect the aforementioned relationships. Using a weekly study of 162 new labor market entrants, results indicated that COVID-induced job search anxiety positively related to problem-solving pondering and affect-focused rumination; problem-solving pondering promoted dream, focused, and exploratory job search effort the following week, whereas affect-focused rumination hindered dream job search effort. Finally, the detrimental effects of COVID-induced job search anxiety via affect-focused rumination were amplified for those who held higher levels of conspiracy theory beliefs.