The COVID-19 Marathon :  Demands and Resources of Crisis Managers in Continuous Operation

There is no author summary for this article yet. Authors can add summaries to their articles on ScienceOpen to make them more accessible to a non-specialist audience.

Abstract

Abstract: The COVID-19 pandemic required the deployment of crisis management teams (CMTs) on an unprecedented scale. Due to their high level of responsibility and wide-ranging decision-making authority, the enduring resilience and health of CMT members is essential. Yet, during pandemics, they are permanently challenged. With cross-sectional data from 219 CMT members, we tested six pre-registered hypotheses based on the Job Demands–Resources model. We found the expected positive association between experienced demands and exhaustion (H1), which was moderated by home resources (partly confirming H2); a positive association between experienced resources and work engagement (H3), which was not moderated by demands (rejecting H4); and associations between exhaustion and engagement with outcome measures such as CMT members’ self-assessed performance, satisfaction, and quitting intention (mostly confirming H5 and H6). Furthermore, we explore how the pandemic has changed from experts’ perspectives, describe lessons learned, and derive practical recommendations and suggestions for future research.

Related collections

Most cited references 37

Record: found
Abstract: found
Article: not found

Job demands–resources theory: Taking stock and looking forward.

Arnold B. Bakker, Evangelia Demerouti (2017)

The job demands-resources (JD-R) model was introduced in the international literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The model has been applied in thousands of organizations and has inspired hundreds of empirical articles, including 1 of the most downloaded articles of the Journal of Occupational Health Psychology (Bakker, Demerouti, & Euwema, 2005). This article provides evidence for the buffering role of various job resources on the impact of various job demands on burnout. In the present article, we look back on the first 10 years of the JD-R model (2001-2010), and discuss how the model matured into JD-R theory (2011-2016). Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. We also discuss practical applications. It is our hope that JD-R theory will continue to inspire researchers and practitioners who want to promote employee well-being and effective organizational functioning. (PsycINFO Database Record

0 comments Cited 977 times – based on 0 reviews      Review now

Bookmark

Record: found
Abstract: not found
Article: not found

Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences

Stevan E. Hobfoll, Jonathon Halbesleben, Jean-Pierre Neveu … (2018)

0 comments Cited 835 times – based on 0 reviews      Review now

Bookmark

Record: found
Abstract: found
Article: not found

The Psychological and Mental Impact of Coronavirus Disease 2019 (COVID-19) on Medical Staff and General Public – A Systematic Review and Meta-analysis

Min Luo, Lixia Guo, Mingzhou Yu … (2020)

Highlights • We included 62 studies from 17 countries assessing psychological distress of COVID-19 • We found a high psychological burden among medical staff and the general public • However, the psychological distress was significantly higher among patients • We identified risk factors of psychological burdens to identify high-risk people • Professional medical services should be allocated to high-risk population • More self-help materials should be made available for people with milder impact