Leading well and staying psychologically healthy: the role of resources and constraints for managers in the healthcare sector.

PURPOSE: Maintaining a healthy and productive workforce is a challenge for most organizations. This is even truer for health organization, facing staff shortages and work overload. The aim of this study is to identify the resources and constraints that influence managers' mental health and better understand how they are affected by them. DESIGN/METHODOLOGY/APPROACH: A qualitative approach was chosen to document the resources, the constraints as well as their consequences on managers in their day-to-day realities. The sample included executive-, intermediate- and first-level managers from a Canadian healthcare facility. A total of 62 semi-structured interviews were conducted. The coding process was based on the IGLOO model of Nielsen et al. (2018) to which an employee-related level was added (IGELOO). FINDINGS: Results highlight the importance of considering both resources as well as constraints in examining managers' mental health. Overarching context, organizational constraints and the management of difficult employees played important roles in the stress experienced by managers. PRACTICAL IMPLICATIONS: The results offer a better understanding of the importance of intervening at different levels to promote better organizational health. Results also highlight the importance of setting up organizational resources and act on the various constraints to reduce them. Different individual strategies used by managers to deal with the various constraints and maintain their mental health also emerge from those results. ORIGINALITY/VALUE: In addition to addressing the reality of healthcare managers, this study supplements a theoretical model and suggests avenues for interventions promoting more sustainable organizational health.

Employee well-being in the COVID-19 pandemic: The moderating role of teleworking during the first lockdown in the province of Quebec, Canada.

BACKGROUND: The COVID-19 pandemic has had a profound effect on all aspects of society, including mental health. Many employees have had to pivot suddenly to teleworking to prevent the virus from spreading. While teleworking may have some negative consequences, it may also represent a human resources practice that may improve employee well-being. OBJECTIVE: The study main objective was to determine if teleworking played a moderating role in the relation between potential stressors and employee well-being during the first months of the COVID-19 pandemic when working from home. This was based on the theory of conservation of resources. METHODS: Multivariate regression analyses were conducted with Stata 13 software to determine the contribution of potential stressors on employee well-being, as well as the moderating role of teleworking on a sample of 480 Canadian employees. Data were collected once for white and blue collar from both public (67.08%) and private (32.92%) business sectors. RESULTS: Results indicated that work-life imbalances, workload, and marital tension were associated with lower levels of well-being. On the other hand, teleworking and household income were associated with higher levels of well-being. Teleworking also moderated the differences in well-being between the public and private sectors. Teleworking in the public sector seems to increase employee well-being. Conversely, working on-site in the public sector seems to decrease well-being. CONCLUSIONS: Employers need to proactively address work-life imbalances, workloads, and teleworking to maintain employee well-being. Specific recommendations are offered to ensure that teleworking remains positive for employee well-being both during a pandemic and afterward.

Workers' Stress During the First Lockdown: Consequences on Job Performance Analyzed With a Mediation Model.

OBJECTIVE: This study sheds light on the pathways leading to an increase in workers stress levels and the resulting effects on job performance during a pandemic. METHODS: Path analyses were conducted on a sample of 459 Canadian workers using MPlus software. These analyses allowed us to determine whether the association between potential stressors during lockdown and job performance was mediated by workers' stress. RESULTS: The results revealed four significant indirect associations. Work-life balance dissatisfaction, gender (women), and marital tensions were indirectly associated with lower job performance because of their positive associations with stress. Teleworking was associated with higher job performance because of its negative association with stress. CONCLUSIONS: The results suggest that specific stressors are worth targeting with interventions to ensure job performance.