The inequity of crisis: COVID-19 as a case for diversity management

Dhanani, Lindsay Y.; Johnson, Regina Jones; Pueschel, Andrew

doi:10.1017/iop.2021.12

Cited by 2 publications

(2 citation statements)

References 8 publications

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“…Rudolph et al (2021) have thoughtfully noted that the pandemic allows for a re-examination of the quality of work lives, with a special emphasis on the underlying risks of precarity. In this vein, some authors have advocated an investigation of social, demographic, and occupational factors that may predispose the person to inequity in the labour market during the pandemic (Dhanani et al, 2021). Gender, age, skill/income level, or exposure to health risks-such as contact versus remote work-are a few to mention (Allen et al, 2021;Juchnowicz & Kinowska, 2021;Wachtler et al, 2021).…”

Section: Personal and Professional Predictorsmentioning

confidence: 99%

<p>Working Life During the Pandemic: Experienced Changes and their Implications for Occupational Well-being among Employees in Switzerland</p>

Urbanavičiūtė¹,

Gander²,

Massoudi

2023

spo

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The COVID-19 pandemic has brought unprecedented changes to numerous aspects of work such as working conditions, workload, income, nature of duties, or work-home balance that may eventually pose significant risks to employee well-being and career development. Using a person-centred approach, we examined how these changes cluster together, defining the experiences of different employee sub-groups. We then compared these groups regarding their background characteristics and selected aspects of occupational well-being (i.e., job satisfaction, job insecurity, turnover intention, work engagement, and exhaustion). A sample of professionally active adults (N = 600; 55% women) completed a baseline cross-sectional survey, while a subsample (n = 426) further responded to brief daily questionnaires, reporting their job satisfaction, engagement, and exhaustion over a course of five workdays. Results suggested three different patterns (i.e., latent classes) of pandemic-related changes at work. They characterized workers who experienced a strong decline in their workload and income (‘precarious’), those who experienced an increase in workload and a change in the quality of working conditions (‘challenged’), and those whose work situation was mostly unaffected (‘status quo’). These worker groups differed regarding their personal and professional background as well as occupational well-being outcomes. Those more strongly affected by the pandemic (the challenged or precarious pattern) were more likely to show initial background vulnerabilities, while those in the status quo group were more likely to benefit from working from home and reported the least detrimental outcomes. We discuss the implications of these findings within the conservation of resources and career sustainability frameworks.

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Section: Personal and Professional Predictorsmentioning

confidence: 99%

<p>Working Life During the Pandemic: Experienced Changes and their Implications for Occupational Well-being among Employees in Switzerland</p>

Urbanavičiūtė¹,

Gander²,

Massoudi

2023

spo

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“…Team gender diversity during membership change events introduces a confounding factor that can influence the severity of change-related consequences. Research has indicated that women are more prone to leaving the workforce (Dhanani et al, 2021), which poses significant challenges for work teams. Women often contribute unique value to teams beyond task-specific skills, including higher levels of social perceptiveness (Nielsen et al, 2017) and a propensity for volunteering behaviors (Farh et al, 2020).…”

mentioning

confidence: 99%

Team Membership Change Events: Processes That Support Gender Diverse Teams

Feitosa,

Davis,

Romain

et al. 2023

Small Group Research

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Recent global events have triggered compositional changes in the workplace (e.g., intentional diversification and sudden team member removal). This study investigates whether team gender diversity and the novelty of membership changes moderate the relationship between team processes and performance. We found that development of team confidence plays a pivotal role in shaping performance through its influence on backup behavior. Moreover, gender-balanced teams were better at translating their confidence into backup behaviors, and teams experiencing reduced novelty during membership change events tend to leverage these behaviors more effectively, leading to enhanced overall performance. We explored several theoretical and practical implications.

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The inequity of crisis: COVID-19 as a case for diversity management

Cited by 2 publications

References 8 publications

<p>Working Life During the Pandemic: Experienced Changes and their Implications for Occupational Well-being among Employees in Switzerland</p>

<p>Working Life During the Pandemic: Experienced Changes and their Implications for Occupational Well-being among Employees in Switzerland</p>

Team Membership Change Events: Processes That Support Gender Diverse Teams

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The inequity of crisis: COVID-19 as a case for diversity management

Cited by 2 publications

References 8 publications

<p>Working Life During&nbsp;the Pandemic:&nbsp;Experienced Changes&nbsp;and their Implications for&nbsp;Occupational Well-being&nbsp;among Employees in&nbsp;Switzerland</p>

<p>Working Life During&nbsp;the Pandemic:&nbsp;Experienced Changes&nbsp;and their Implications for&nbsp;Occupational Well-being&nbsp;among Employees in&nbsp;Switzerland</p>

Team Membership Change Events: Processes That Support Gender Diverse Teams

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Product

Resources

About

<p>Working Life During the Pandemic: Experienced Changes and their Implications for Occupational Well-being among Employees in Switzerland</p>

<p>Working Life During the Pandemic: Experienced Changes and their Implications for Occupational Well-being among Employees in Switzerland</p>