Understanding stressor–strain relationships during the COVID-19 pandemic: the role of social support, adjustment to remote work, and work–life conflict

Abstract

This study investigates how the transition to remote work during the coronavirus disease 2019 pandemic is experienced by employees. We investigate to what extent perceived work stressors relate to psychological strain through perceptions of social support, work–life conflict, and adjustment to remote work. The findings expound the mechanisms underlying psychological strain in the context of sudden organizational change. Specifically, this study shows that both challenge stressors and hindrance stressors have negative impact on adjustment to remote work, whereas hindrance stressors are more strongly negatively related to social support. The study further demonstrates that there is hardly any buffering impact of job control, work structuring, and communication technology use on the implications of these work stressors. These findings contribute to our theoretical understanding and provide actionable implications for organizational policies in facilitating employees' adaptation to remote work.

Remote work burnout, professional job stress, and employee emotional exhaustion during the COVID-19 pandemic

“…Anxiety, depression, emotional exhaustion, feeling less valued, inefficient social support networks (Davis, 2021 ), and work overload (Bruyneel et al, 2021 ; Prasad et al, 2021 ; Van Zoonen et al, 2021 ) were correlates of the COVID-19-related organizational stress and job burnout in the remote work environment. Quality of working conditions (Mihalca et al, 2021 ) and perceived increased workload led to unsatisfactory professional self-esteem, psychological distress, chronic emotional and workplace stress, and high turnover.…”

“…Handling remote work situations inefficiently in relation to perceptions (Clark, 2020 ), expectations (Dobson-Lohman and Potcovaru, 2020 ), attitudes (Birtus and Lăzăroiu, 2021 ), and behaviors (Lyons and Lăzăroiu, 2020 ) toward organizational climate during the COVID-19 crisis (Daumiller et al, 2021 ; Van Zoonen et al, 2021 ; Venkatesh et al, 2021 ) hindered employee engagement and resulted in increased burnout levels. Job-related stressors were negatively associated with adjustment to remote work.…”

“…Flexible jobs, time management, and emotional team support can improve employee health, productivity, performance, and creativity, reducing workplace stress, anxiety, burnout, and isolation. In the COVID-19 context, increased workload pressures and demanding remote working conditions acting as emotional and psychological burdens (Holmes et al, 2021 ; Liberati et al, 2021 ; Van Zoonen et al, 2021 ) involved prolonged psychological stress, emotional exhaustion, and low professional accomplishments. Organizational support decreased workplace stress, which brought about feelings of hopelessness.…”

Physical and social isolation in various places of work

“…The reason for such a paradox may be that, on the one hand, people who spend a lot of time away from others may start to value meeting their colleagues more (Charalampous et al , 2022) and make conscious efforts to keep contact and take proactive steps (Charalampous et al , 2022; Lal and Dwivedi, 2009). On the other hand, being away enables people to avoid toxic and destructive relationships (Van Zoonen et al , 2021). Communicating with others is, therefore, more intentional, and people can be more selective about who they socialise with.…”

“…How many days does a person work from home (none, less than a day, one day, two days, three days, four days, all days)? (Van Zoonen et al , 2021). How many days is a person separated from co-workers?…”