Homeworking Heaven or Hell During the COVID-19 Pandemic? Lessons for the Job Demands-Resources Model in the Context of Homeworking

Author:

Kruyen Peter M.1ORCID,Borst Rick T.2ORCID,Van der Heijden Beatrice I. J. M.13456,André Stéfanie C. H.1,Missler Marjolein2,Scheerder Pim1

Affiliation:

1. Institute for Management Research, Radboud University Nijmegen, Nijmegen, The Netherlands

2. Utrecht School of Governance, Utrecht University, The Netherlands

3. Open University of the Netherlands, Heerlen, The Netherlands

4. Ghent University, Belgium

5. Hubei University, Wuhan, China

6. Kingston University, London, UK

Abstract

During the COVID-19 pandemic, public servants in many countries were required to work from home. In this study, we explore Dutch public servants’ experiences of mandatory homeworking by conducting a template analysis. Based on an in-depth examination of 985 written accounts, we inductively expand an a priori template derived from the Job Demands-Resources (JD-R) framework, to understand and analyze public servants’ experiences of this new situation. We found homeworking in general had positive effects on public servants’ individual performance and health-related well-being but a predominantly negative impact on happiness well-being. Furthermore, we found that the impact of homeworking on the job demands and job resources seems to depend on the specific clusters of these job demands and resources. Our findings are translated into propositions that extend the JD-R framework.

Publisher

SAGE Publications

Subject

Organizational Behavior and Human Resource Management,Public Administration

Reference36 articles.

1. A&O Fonds Gemeenten. (2019). Personeelsmonitor gemeenten 2019 [Employement & development fund municipalities, employee monitor municipalities 2019]. Retrieved April 6, 2021, from https://personeelsmonitor2019.aeno.nl/Personeelsmonitor-2019.pdf

2. ATLAS.ti Scientific Software Development GmbH. (2020). ATLAS.ti, version 8.1. https://atlasti.com

3. The Job Demands‐Resources model: state of the art

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

5. The Emotional Toll of the COVID-19 Crisis on Local Government Workers

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