Workplace Loneliness and the Need to Belong in the Era of COVID-19

Du, Shuyun; Ma, Yue; Lee, Jeoung Yul

doi:10.3390/su14084788

Cited by 13 publications

(12 citation statements)

References 78 publications

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“…For example, supervisors may formulate and implement safety and protective measures at work to increase employees' sense of belonging to the organization and their willingness to work for the organization [84][85][86][87]. Consequently, if employees feel that supervisors are concerned about their safety, keep them informed about workplace safety rules, and act accordingly, they may be motivated to bring their whole self to work because they perceive that they belong to the organization [83,[88][89][90].…”

Section: Relationships Between Supervisors' Safety Willingness To Emb...mentioning

confidence: 99%

Resilient Agility: A Necessary Condition for Employee and Organizational Sustainability

Prieto

Talukder

2023

Sustainability

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Resilient agility is a novel concept that refers to the combined resilience-agility capability that allows an actor to successfully perform in rapidly changing contexts. Change dynamics, at all levels, increase uncertainties and responsibilities for employees augmenting the need to strengthen the self via resilient agility. This study examines employee resilient agility as anteceded by supervisors’ safety, coworkers’ safety, workplace belongingness, job satisfaction, willingness to embrace organizational change, and creativity. Respondents are from multiple organizations, industries, and regions of the United States. Analyses were carried out utilizing PLS-SEM software. Findings indicate that supervisors’ safety, workplace belongingness, willingness to embrace organizational change, and creativity have substantial effects on explaining and understanding employees’ resilient agility. In contrast, the effects of coworkers’ safety were insignificant. This study (a) contributes to the nomological network of resilient agility by examining a set of its key antecedents and (b) suggests that drastic organizational restructuring (e.g., significant changes in the relative proportion of remote working during the COVID-19 pandemic) may negatively impact both relational-based constructs in organizations and employees’ ability to rapidly and effectively respond to change. Theoretical and practical implications as well as limitations and future research are discussed.

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Section: Relationships Between Supervisors' Safety Willingness To Emb...mentioning

confidence: 99%

Resilient Agility: A Necessary Condition for Employee and Organizational Sustainability

Prieto

Talukder

2023

Sustainability

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“…This is seen as the period immediately following a return to normal life and a reduction in social distance. 10,11 Ali and Johl., (2020) 12 declared that ostracism is commonly occurring phenomena that affect nurses in any healthcare setting regardless of their need for good relations to meet their jobs effectively. Many authors defined ostracism in workplace as "the degree to which nurses feel that they are excluded or neglected by others.…”

Section: Post-covid Workplace Ostracismmentioning

confidence: 99%

“…This is seen as the period immediately following a return to normal life and a reduction in social distance. 10,11…”

Section: Introductionmentioning

confidence: 99%

Post COVID-19 workplace ostracism and counterproductive behaviors: Moral leadership

Ali Awad,

Mohamed El Sayed

2023

Nurs Ethics

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Background The wide proliferation of Covid-19 has impacted billions of people all over the world. This catastrophic pandemic outbreak and ostracism at work have posed challenges for all healthcare professionals, especially for nurses, and have led to a significant increase in the workload, several physical and mental problems, and a change in behavior that is more negative and counterproductive. Therefore, leadership behaviors that are moral in nature serve as a trigger and lessen the adverse workplace effects on nurses’ conduct. Aim this research is directed to explore the impact of post-COVID-19 workplace ostracism on nurses’ counterproductive behavior and examine the role of moral leadership as a mediating factor in post-COVID-19 workplace ostracism and nurses’ counterproductive behavior. Ethical consideration Ethical review and approval Was received from Ethical Committee at the Faculty of Nursing, Alexandria University, Egypt. Methods A cross-sectional and correlation study was implemented in all units of medical, surgical, critical and intensive care units by using three tools; moral leadership questionnaire, Workplace Ostracism Instrument (WOS), and Counterproductive Work Behaviors Questionnaire (CWBs). A convenient sample of 340 from 699 bedside nurses was granted. Results This study revealed that nurses’ perceived moderate mean percent (55.49 ± 3.46) of overall workplace ostracism and counterproductive behavior (74.69 ± 6.15). However, they perceived a low mean percentage of moral leadership. There was a significant positive correlation between workplace ostracism and counterproductive behavior. Otherwise, a significant negative correlation was found between moral leadership, workplace ostracism and counterproductive behavior. Also, this study proved the mediating effect of moral leadership in decreasing workplace ostracism by 79.3% and counterproductive behavior by 36.7%. Conclusion Hospital administrators need to be aware of the significance of moral leadership and apply integrity in the clinical setting to reduce the drawback of isolation on nurses' conduct and increase value for the organization as a whole and nurses in particular.

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“…anxiety, depression) (Baumeister and Leary, 1995). Additionally, people with low belongingness satisfaction experience problems related to their well-being (Du et al , 2022). From the standpoint of loneliness, deficits in social relationships at work lead to dissatisfaction of belongingness need, and therefore adversely affect the employee’s well-being as well as psychological and emotional health (Du et al , 2022).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

How do employees maintain their well-being during loneliness? The power of organizational nostalgia

Tatar,

Müceldili,

Erdil

2023

MRR

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Purpose The spread of technology usage and the increasing popularity of network technology have formed a basis for alternative working systems as virtual teams and teleworking in the working environment. However, social relations have weakened in these working systems and loneliness has become a common emotion in the workplace. Hence, the concept of loneliness has attracted significant interest in recent years. Yet, despite this interest, research examining loneliness in the workplace is limited in the literature. This study aims to investigate the role of workplace loneliness on intrinsic motivation and the effect of intrinsic motivation on employee well-being through the moderating role of organizational nostalgia. Design/methodology/approach Data were collected from 380 respondents working in different sectors. The hypotheses were tested by using structural equation modeling and PROCESS macro for SPSS. Findings Results empirically showed that workplace loneliness negatively relates to intrinsic motivation, intrinsic motivation positively relates to employee well-being, intrinsic motivation mediates the link between workplace loneliness and employee well-being and organizational nostalgia moderates the link between workplace loneliness and intrinsic motivation. Furthermore, organizational nostalgia also moderates the indirect effect of workplace loneliness on employee well-being through intrinsic motivation. Originality/value To the best of the authors’ knowledge, this study contributes to the existing literature on workplace loneliness by investigating underlying mechanisms and boundary conditions for loneliness in the workplace.

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Workplace Loneliness and the Need to Belong in the Era of COVID-19

Cited by 13 publications

References 78 publications

Resilient Agility: A Necessary Condition for Employee and Organizational Sustainability

Resilient Agility: A Necessary Condition for Employee and Organizational Sustainability

Post COVID-19 workplace ostracism and counterproductive behaviors: Moral leadership

How do employees maintain their well-being during loneliness? The power of organizational nostalgia

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