Shuaib Ahmed Soomro, Akhtiar Ali, Agha Amad Nabi, Suhaib Ahmed
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BACKGROUND: Due to the COVID-19 pandemic, many employees lost their jobs. At the same time, millions of individuals have been forced to relocate because of a “new normal, “ which requires them to work from home offices. Working from home poses difficulties for employees whose employers do not provide appropriate support to their home workplaces. Hence, it significantly affected employee performance and organizations. OBJECTIVE: This study utilizes stress theories to evaluate perceived job insecurity and perceived employability during COVID-19. The research examined perceived job insecurity and the resulting work stress, which led to adverse work outcomes. METHODS: The authors collected information from two multinational corporations and gathered longitudinal data in two waves. The authors used hierarchical regression for our data analysis. RESULTS: The findings indicated a substantial positive relationship between perceived job insecurity and work stress. Job insecurity in working environment has also increased, adversely affecting employee productivity. It follows from the moderated mediation analysis that perceived employability significantly impacts indirectly on work stress and outcomes. CONCLUSION: This study expands our knowledge and adds to the literature on workplace stress theories regarding COVID-19.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.