After the outbreak of the COVID-19 pandemic, many employees were suddenly required to work more from home. Previous literature on working from home may not be applicable to this mandatory and overall change. In this study, we drew on the Job Demands–Resources (JD-R) model to explore the relationships between job demands (workload and work–home conflict) as well as resources (support from leaders, coworkers, and the family) and wellbeing (burnout and work engagement) in employees who still went to the workplace (no-change group) and employees who transitioned into working from home (change group) during the COVID-19 pandemic. Data were analyzed with multivariate structural equation modeling. The results indicate that work–home conflict was detrimental for employee wellbeing in both groups. Interestingly, the workload seems to contribute to work engagement for employees who worked from home. Regarding the resources, the three different sources of social support, leaders, coworkers, and family, were all related to employee wellbeing, but in different ways. It seemed that family support was most important for employees’ wellbeing in the change group. This study presents implications for the wellbeing of employees in both the change and no-change group during the COVID-19 pandemic, emphasizing the importance of family-friendly policies.

The purpose of this study is to examine how COVID-19-related job demands and resources have been associated with employee well-being in Nordic countries across specific occupational groups. The study investigated four occupational groups: (1) professional, scientific, and technical occupations in Norway (n = 301); (2) teachers in Finland (n = 315); (3) health and social service occupations in Norway (n = 267); and (4) geriatric nurses in Finland (n = 105). Hypotheses were tested using two-step hierarchical regression analysis. Work–home imbalance in Groups 1, 2, and 3, workload increase in Groups 1 and 3, and fear of infection in Groups 2 and 3 were positively related with exhaustion. A positive attitude towards digital solutions was positively related to work engagement in Groups 2 and 3. In addition, there was a significant positive relationship between COVID-19-related organizational support and work engagement in Groups 2, 3, and 4, and a negative relationship with exhaustion in Group 2. In conclusion, pandemic-related job demands and resources were differently associated with employee well-being across different occupational groups and countries. Further, organizational support may act as a supportive element for sustaining employee well-being during pandemics.

The chapter presents results from a Norwegian university that for over a decade has been using the ARK program, which is a holistic intervention program for mental health and wellbeing. We will present the content and process of the ARK intervention program with a special focus on the importance of a positive development of work to home balance and meaning at work, in order to organize for good mental health and wellbeing in academia. Growth analyses were conducted to explore the trajectories of change in Meaning at Work and Work to Home Conflict for tenured and temporary employees since the mid-2010s. The results show reduction over time in work-family conflict and increase in the experience of meaning at work for both tenured and temporary employees. To ensure sustainability and learning, the program offers the opportunity to attain knowledge on what works, for whom and under which circumstances.