The efficacy of stress coping strategies in Taiwan's public utilities during the COVID-19 pandemic.

Covid-19 posed stress to the employees in the Public Utility Sector (PUS). Although employees adopted various stress-coping strategies, the actual coping-efficacy remained unclear and hence the current research followed. Research data were gathered from 678 employees of the four PUS companies, including Power, Water, Railways, and Petroleum in TAIWAN (anonymous surveys with ethical-guideline applied). The research revealed three findings: i). the coping-efficacy was affected by gender and education; ii). the nature of strategies mattered, either increasing or decreasing the stress reduction; and, iii). using two strategies does not reduce stress necessarily. Implications for stress-coping management in PUS are discussed.

What to do and what works? Exploring how work groups cope with understaffing.

Complaints regarding understaffing are common in the workplace, and research has begun to document some of the potential ill effects that can result from understaffing conditions. Despite evidence that understaffing is a relatively prevalent and consequential stressor, research has yet to explore how work groups cope with this stressor and the efficacy of their coping strategies in mitigating poor group performance and burnout. The present study examines these questions by exploring both potential mediating and moderating coping effects using a sample of 96 work groups from four technology organizations. Results indicate that work groups react differently to manpower and expertise understaffing conditions, with leaders engaging in more initiating structure behaviors when faced with manpower understaffing and engaging in more consideration behaviors when faced with expertise understaffing. Further, leaders' use of consideration in the face of expertise understaffing was negatively associated with group burnout. We also uncovered evidence that leadership behaviors and work group actions (i.e., team-member exchange) moderate relationships between manpower understaffing and outcomes, though differently for group performance and burnout. Overall, this study helps to reframe work groups as active in their efforts to cope with understaffing and highlights that some coping strategies are more effective than others. Implications for theory and practice are discussed. (PsycINFO Database Record (c) 2019 APA, all rights reserved).