Abstract
With the needs for change and adaptation brought by the COVID-19 pandemic, management of the concerns regarding workplace loneliness, work alienation, and spiritual well-being stands as a critical challenge for the organizations. Although these concepts are not new and have increasingly been a focus of attention in recent decades, contemporary radical changes in work methods and work concept such as increased use of technology, digitalization, social distancing at work, and virtual working make them much more crucial for the success of organizations. The purpose of this chapter is to address adverse psychological work-related outcomes of the pandemic and provide practical implications and recommendations for leaders for effective management of the processes regarding these outcomes during and after the pandemic.
TopBackground
Although there are numerous studies addressing the psychological effects of the pandemic (e.g. Akat & Karataş, 2020; Cullen, Gulati & Kelly, 2020; Sood, 2020; Zheng, Miao & Gan, 2020) few specifically address the reflections of them in the workplace (e.g. Kaushik & Guleria, 2020). In addition, the scopes of most of these studies are more specific such as health care professionals (as they are in the frontline in the combat with the pandemic). Understanding the effects of the pandemic on the work domain is very crucial. Work has always been a central theme in human’s life. Most of the quality time in daily life is spent in the workplace or while doing work related activities. What we do, what we know, what we become are mostly linked with and grounded on work. Changes in work spillover to other life domains and radical changes in other life domains affect work related variables (Kirchmeyer, 1992; Leiter & Durup, 1996; Sirgy et al., 2001).
Work stands as a major resource to attain and answer human needs. It serves as a source for basic survival needs in the Maslow’s Hierarchy of Needs (Maslow, 1954) as well as higher order needs such as affiliation, esteem and self-actualization. For food, for health, for rent, we earn through work. Work provides safety and security not only through providing money for accommodation, but also through the sense of having a role and place in society; identifying with a group, organization or institution and having a sustainable order in life. Workplace also serves as a foundation where employees socialize with their colleagues. For many individuals, after a certain age and as the career pressure and workload increase, their colleagues remain as one of the most important sources of companionship and social affiliation that they can spend sufficient time to know and socialize with.
Key Terms in this Chapter
Psychological Capital: A state where individuals are hopeful, psychologically resilient, optimistic and efficient to cope with work and life demands.
Loneliness: Lack of sufficient social companion and support.
Micromanagement: Managing with high and close supervision, without delegation, trust and transfer of responsibility and authority.
Spiritual Well-Being: A state where individuals feel fulfillment, meaning and balance.
Alienation: Feelings of meaninglessness and isolation from others and self.
Distance Working: Working from home or somewhere outside the traditional workplace.
Posttraumatic Stress Disorder: Having long-lasting psychological symptoms after a traumatic life experience such as loss of a loved one or a disaster.
Identification: Feelings of belongingness and inclusion.
Spillover: Transmission of the emotions or attitudes from one life domain to another.
Social Distancing: Keeping away from others, social events, and groups of people physically for avoiding the transmission of the virus.