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    Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic

    89054.pdf (450.7Kb)
    Access Status
    Open access
    Authors
    Knight, Caroline
    Keller, Anita
    Parker, Sharon
    Date
    2022
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Knight, C. and Keller, A. and Parker, S. 2022. Job Demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic. Work & Stress. 37(1): pp. 55-77.
    Source Title
    Work & Stress
    DOI
    10.1080/02678373.2022.2117879
    ISSN
    0267-8373
    Faculty
    Faculty of Business and Law
    School
    Future of Work Institute
    Remarks

    This is an accepted manuscript of an article published by Taylor & Francis in Work & Stress on 03 Sep 2022 available online at http://www.tandfonline.com/10.1080/02678373.2022.2117879

    URI
    http://hdl.handle.net/20.500.11937/89230
    Collection
    • Curtin Research Publications
    Abstract

    The COVID-19 pandemic forced many workers globally to work from home, suddenly, and often without choice, during a highly uncertain time. Adopting a longitudinal, person-centered approach, we explored patterns of change in employees’ psychological distress over three months following the early phase of the pandemic. We investigated how change in distress unfolded for different latent subgroups. We modelled whether and how work characteristics, and individuals’ degree of detachment from work, predicted membership of different distress trajectories. Growth mixture modelling revealed two distress profiles: (i) a declining distress profile where employees experienced reduced distress over time, suggesting adaptation and/or improved coping; (ii) a rising distress profile where distress increased and eventually plateaued, suggesting a stress reaction process followed by adaptation. Employees with high workload, underload, or close monitoring, were more likely to belong to the rising distress profile. Detachment from work buffered the negative effect of workload and close monitoring on distress profile membership. Scheduling autonomy and colleague support did not predict profile membership. Contrary to predictions, manager support predicted membership in the rising distress profile. Our findings extend theoretical understanding of how distress unfolds over time, and show the importance of particular job demands in explaining these change processes.

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