Assessing the Mental Health Impact of the COVID-19 Pandemic on US Fire-Based Emergency Medical Services Responders: A Tale of Two Samples (The RAPID Study I).

OBJECTIVE: This study aimed to examine the COVID-19 pandemic's impact on fire service safety culture, behavior and morale, levers of well-being, and well-being outcomes. METHODS: Two samples (Stress and Violence against fire-based EMS Responders [SAVER], consisting of 3 metropolitan departments, and Fire service Organizational Culture of Safety [FOCUS], a geographically stratified random sample of 17 departments) were assessed monthly from May to October 2020. Fire department-specific and pooled scores were calculated. Linear regression was used to model trends. RESULTS: We observed concerningly low and decreasing scores on management commitment to safety, leadership communication, supervisor sensegiving, and decision-making. We observed increasing and concerning scores for burnout, intent to leave the profession, and percentage at high risk for anxiety and depression. CONCLUSIONS: Our findings suggest that organizational attributes remained generally stable but low during the pandemic and impacted well-being outcomes, job satisfaction, and engagement. Improving safety culture can address the mental health burden of this work.

Digging into 'Zoom Fatigue',: A Qualitative Exploration of Remote Work Challenges and Virtual Meeting Stressors

Purpose: With the onset of the COVID-19 pandemic, employees suddenly had to work remotely and realize all work-related social interaction in virtual formats. The sudden shift to the virtual format came with new workplace stressors. To understand the stressors of remote work and videoconferences, we present two qualitative studies. The aim of this study is to better understand the stress associated with remote work and videoconferencing, with an emphasis on how workers cope with the added stress. Methodology: We applied thematic analysis to open-ended survey data from employees in the US (n = 349) and in-depth telephone interviews of 50 meeting leaders from the US and Germany. Findings: We identified the work-home interface, technology, and communication issues as key challenges of remote work. Further, we found camera usage, early meeting phases, and multitasking to be central stressors of videoconferences. Finally, we identified individual- and team-level coping strategies to reduce the impacts of virtual meeting stressors on employees. Originality: Our research contributes to the emerging field studying the effects of virtual work and videoconferences on employees. We provide an overview of the challenges of remote work at the early stages of the pandemic, and we present an overview of the stressors that emerge in virtual meeting environments. We discuss insights into why videoconferences may fatigue employees. Including German and US samples, our research allows a cross-cultural comparison of videoconferencing stressors. Finally, we present actionable practical recommendations to improve videoconferences.

By Nature, We're Doers and Problem Solvers: Evolving Job Demands and Resources in Response to COVID-19 Among US-Based Fire Service Personnel (The RAPID Study II).

OBJECTIVE: The US fire service experienced increased demands due to COVID-19. This qualitative study explored the pandemic's impact on work-life balance and safety. METHODS: Five interviews and 10 focus groups were conducted with 15 fire departments in the COVID-19 RAPID Mental Health Assessment. Coding and multilevel content analysis were conducted in NVivo. RESULTS: Four department support themes were identified: emotional/social (33.1%), policy (28.4%), instrumental (22.9%), and informational (15.5%). Four work-life balance themes were identified: life (51.2%), children (18.1%), physiological (16.5%), and work (14.2%). We observed more departmental resources to help mitigate job demands within the work environment compared with those for work-life demands. CONCLUSIONS: Job resources are needed to mitigate demands and improve safety culture and mental well-being of the fire service under normal conditions, and for the next pandemic, natural disaster, or long-term emergency.

Interplay between Safety Climate and Emotional Exhaustion: Effects on First Responders' Safety Behavior and Wellbeing Over Time.

Various job demands continuously threaten Emergency Medical Service (EMS) first responders' safety and wellbeing. Drawing on Job Demands-Resources Theory, the present study examines the effects of the organizational context-safety climate-and the psychological context-emotional exhaustion-on safety behaviors and wellbeing over time. We tested our hypotheses in a longitudinal study of 208 EMS first responders nested within 45 stations from three fire departments in US metropolitan areas over 6 months during the beginning of the COVID-19 pandemic. Multilevel modeling showed that the relationship between safety climate and safety compliance behaviors can be attenuated when EMS first responders experience high emotional exhaustion. Emotional exhaustion was also negatively associated with morale while safety climate was positively associated with morale. Additionally, EMS first responders experienced increased depression when their emotional exhaustion levels were high. Higher safety climate was associated with decreased depression when emotional exhaustion was within a low-to-medium range. Higher safety climate was also associated with lower absolute levels of depression across the entire range of emotional exhaustion. These findings suggest that promoting safety climate and mitigating emotional exhaustion can augment EMS first responders' safety behaviors and wellbeing.].

Why Am I So Exhausted?: Exploring Meeting-to-Work Transition Time and Recovery From Virtual Meeting Fatigue.

OBJECTIVE: Ineffective meetings have been well-documented as presenting considerable direct (eg, salary) and indirect costs (eg, employee burnout). We explore the idea that people need meeting recovery, or time to transition from meetings to their next task. Doing so may reduce employee burnout. METHODS: We used a quantitative survey of working adults' last meeting to determine the relationship between meeting outcomes (satisfaction and effectiveness) and meeting recovery. RESULTS: We found that meeting outcomes are related to meeting recovery and that relationship is moderated by the degree to which the meeting was relevant to the individual. Implications for theory and practice are discussed to provide concrete recommendations for researchers, managers, and consultants. CONCLUSIONS: This study explores virtual meeting fatigue with a focus on meeting quality and explores the need for recovery after workplace meetings.

The key features of workplace meetings: Conceptualizing the why, how, and what of meetings at work

Given the focal role that group and team meetings play in shaping employees' work lives (and schedules), the scarcity of conceptual and empirical attention to the topic in extant organizational psychology research is a major oversight that stalls scientific understanding of organizational behavior more broadly. With the explosion of meetings in recent years, in part due to the COVID-19 pandemic, some even wonder why organizational psychology has not already figured out meetings from both a science and practice perspective. The purpose of this paper is to synthesize the extant literature on the science of workplace meetings and sort the works by identifying the key features of the meeting phenomenon. The five key features of workplace meetings identified include Leading, Interacting, Managing Time, Engaging, and Relating. We couch these features within a larger framework of how meetings are the intersection of collaboration in organizations and indispensable to organizational success. Against this conceptual backdrop, we reviewed a total of 253 publications, noting opportunities for future research and discussing practical implications. Plain Language Summary Given the focal role that group and team meetings play in shaping employees' work lives (and schedules), the scarcity of conceptual and empirical attention in extant organizational psychology research is a major oversight that stalls scientific understanding of organizational behavior more broadly. With the explosion of meetings that has occurred in recent years, in part due to the COVID-19 pandemic, some even wonder why organizational psychology has not already figured out meetings from both a science and practice perspective. The purpose of this paper is to review the literature on the science of workplace meetings by identifying the core features of the phenomenon and sorting the extant literature along these features. The five core features identified include leading, interacting, managing time, engaging, relating. We couch these features within a larger framework of how meetings are the intersection of collaboration in organizations and a major key to organizational success. Against this conceptual backdrop, we reviewed a total of 253 publications, noting opportunities for future research and discussing practical implications. We conclude our review with an overview of the special issue on workplace meetings, which is an overt attempt to launch research that will fill the theoretical and conceptual gap in the science of meetings.