Examining Organizational Response and Employee Coping Behaviors amid the COVID-19 Pandemic

Using the crisis in context theory (CCT) as an ecological framework to understanding human behaviors, the study examined organizational responses and individual employee coping behaviors to mitigate the impact of the COVID-19 pandemic. Drawing from the perspectives of psychology, organization development, and management, the research examined dependent and independent organization and self-initiated actions that employees deemed helpful in coping with the effects of the crisis. Qualitative data were gathered through online survey from 216 employees in the Philippines, a developing country whose major cities were on community quarantine to minimize the spread of the pandemic. The study identified organizational actions or responses to help employees adapt to the COVID-19 crisis. These are: 1) flexible work arrangements, 2) mental health and well-being programs, 3) physical health and safety measures, 4) financial support, 5) provision of material resources, and 6) communication of short and long term plans. Findings also surfaced coping strategies at the individual employee level and how these relate to organizational initiatives. Seven themes emerged from the data- 1) task-focused coping, 2) stress management, 3) social coping, 4) cognitive strategies, 5) learning and development activities, 6) faith-oriented coping, and 7) maladaptive strategies. The analysis highlighted the interrelatedness of organizational responses and employee actions (e.g. how individual task/social coping behaviors were enabled by the company\u27s flexible work arrangements and provision of technological resources amidst physical distancing). Insights from the findings may orient organizational efforts to mitigate the impact of the pandemic as well as encourage and support positive employee coping behaviors

Crisis leadership from the perspective of employees during the COVID-19 pandemic

Purpose – The purpose of the paper is to identify traits and behaviors of organization leaders that were deemed helpful by employees during the COVID-19 pandemic. Design/methodology/approach – This is an exploratory qualitative study that utilized online surveys. Data from 155 participants were subjected to content analysis. Findings – Several interrelated traits and behaviors of effective crisis leadership were identified. These were clustered into three superordinate themes – attending to the person, taking charge and showing the way forward and sustaining the spirit. Research limitations/implications – Findings from this paper can be furthered by conducting quantitative studies to validate themes and/or test a conceptual model of effective crisis leadership. Gathering data from other populations at different points in time during the COVID-19 pandemic may also be useful. Practical implications – A review of leadership development programs and organization norms and values is recommended in order to ensure that they are consistent with crisis leadership competencies. Originality/value – This paper helps address the gap on follower-centered perspectives about organizational leadership responses to crises and highlights the importance of care and compassion in leading employees during difficult times