Workplace pressure, employee stress, mental well-being and resilience in response to COVID-19 in Singapore

Abstract

Purpose

COVID-19 forced organizations to implement protective measures changing how employees worked; however, empirical evidence is needed to explore how employees responded. This study examines the impact of COVID-19-related organizational changes in Singapore on employees’ perceptions of work pressure, stress and mental well-being (MWB) and the mediating role of resilience.

Design/methodology/approach

This study used a cross-sectional, anonymous online survey of 157 full-time employees who had worked for at least one year.

Findings

The results found that work pressure and stress had increased, and MWB had declined. Resilience acted as a buffer against increases in work pressure and stress while promoting the maintenance of MWB. Resilience significantly mediated the relationship between stress and MWB.

Research limitations/implications

The study does not allow for an assessment of causality but infers possible, albeit probable, casual relationships. Furthermore, stress and well-being could be influenced by a multitude of factors beyond organizational change. Future research should seek to account for additional factors and establish the generalisability of the findings beyond Singapore.

Practical implications

This study supports the engagement of resilience-based interventions to improve employees’ MWB during pandemic related organizational change.

Social implications

Policies that promote work-life balance, positive interpersonal relations and staying connected are some of the ways employers can bolster MWB and work-life balance to support employees who are engaged in remote work.

Originality/value

Given the unique context of COVID-19, this study allows for a better understanding of how a novel worldwide pandemic has transformed employees' experience of work and its associated impacts.

Citation

Ditchburn, G. and Koh, R.E. (2024), "Workplace pressure, employee stress, mental well-being and resilience in response to COVID-19 in Singapore", Evidence-based HRM, Vol. 12 No. 2, pp. 441-457. https://doi.org/10.1108/EBHRM-10-2022-0252