The COVID-19 pandemic affected the entire world and caused radical changes in conducting business. During the pandemic, some companies adopted hybrid working, and some requested their employees to work entirely from their homes or workplace. This study is performed to determine the differences in the perceived task performance of employees working from home compared to those operating from their workplace and the possible mediating effect of job satisfaction due to such distinction. The study sample is limited to one call center to prevent the interference of other organizational variables such as management style, human resources practices, organizational culture, and to only call center agents to prevent any interference of the position-related factors. All the call center agents (n=421) participated in this study. The data obtained was examined by a path analysis with the Structural Equation Modeling (SEM). The results show that the employees who work from home full-time or on certain days of the week have better general task performance perception compared to those who work only from the workplace. The work location has not been found to affect job satisfaction significantly.

Work stress negatively impacts employees’ physical and mental health, contributing to conditions like burnout, anxiety, depression, and reduced productivity. This cross-sectional study examines how Charismatic, Autocratic, Democratic, and Laissez-Faire leadership styles influence work stress and feelings of entrapment, with workplace climate as a mediating factor. Data (N = 523) were collected using an online survey and analyzed via structural equation modeling with SmartPLS version 3.2.9. Findings reveal that Charismatic leadership improves workplace climate, reducing stress and entrapment. Democratic leadership indirectly reduces stress through its effect on workplace climate, while Autocratic leadership increases cooperation but elevates stress and entrapment. Laissez-Faire leadership harms workplace climate but does not significantly affect stress levels. The practical implications of these results are that organizational leaders and human resources professionals should consider adopting leadership styles that foster positive workplace climates to mitigate stress and improve employee well-being. However, the study is limited by its cross-sectional design and use of self-reported data, suggesting the need for future studies that adopt longitudinal research methods.

Job satisfaction is an important construct in the organizational behavior domain because it affects several organizational variables, such as performance, organizational citizenship behavior, and organizational commitment. This study investigates the effect of innovation and participation as workplace values on job satisfaction and the mediating role of psychological ownership. Participants ( N = 316) were adults working at different hotels in Antalya, Turkey. The results show innovation and participation as workplace values manifest their effects on job satisfaction through psychological ownership. Moreover, psychological ownership, along with participation, is one of the best estimators of job satisfaction, while participation is the best estimator of psychological ownership among studied variables.

BACKGROUND: Work stress and feeling of entrapment are harmful physical and emotional results for employees when the workload demands exceed their capacities. OBJECTIVE: This study aims to investigate the effects of the career management system and succession plan on employees’ work stress and feelings of entrapment in hopes of improving employees’ well-being to promote business continuity. METHODS: In this cross-sectional study, the convenient sampling method was adopted. The research was conducted with the participation of call center agents (n = 621) of three call centers in Turkey. The Partial Least Squares Structural Equation Modeling (PLS-SEM) path analysis was performed on the collected data for hypothesis testing. RESULTS: Both career management systems (CMS) and succession plans (SP) reduce employees’ work stress and feelings of entrapment. Work stress was found to mediate the effects of CMS and SP on the Feeling of Entrapment. The CMS reduces the work stress of employees with university degrees than those with a high school diploma. Meanwhile, SP reduces more of the feeling of entrapment for employees newly starting their jobs (with 0–2 years of seniority) than the workers with three or more years of seniority. CONCLUSION: Empirically, the feeling of entrapment seems higher among the employees with three or more years of seniority, suggesting that human resource management should focus on employees’ work stress and feeling of job insecurity issues and offer possible and timely solutions. Furthermore, organizations showing care to newly arriving staff and giving them job assurance is believed crucial to improving employees’ recruitment and retention.

Long lockdowns, food shortages, and the inability to receive basic primary healthcare have aggravated the effects of pandemics. However, most studies have focused on the health problems of the infected people or the measures employed to keep the disease under control. This cross-sectional study focused primarily on the mental health issues of employees. By employing a convenient sampling method, we reached 237 respondents (135 with coronavirus history) to assess the impact of the pandemic on employees. Multivariate causal relationships were assessed with Structural Equation Modeling (SEM). The predictors included internal entrapment (INT) and difficulty identifying feelings (DIF), which are significant predictors of depression (DEPR). DIF was found to be a significant predictor of INT and EXT feelings, while FEAR was found to be a significant predictor of INT, DIF, and DEPR. Quality of life (QoL) was found to be a significant predictor of DIF and DDF, DEPR, EXT and INT, and FEAR. The results also showed that DIF mainly manifested its effect on depression through INT. The DEPR level of employees working only from home was higher than that of other employees. The depression levels of women, young employees, and those whose QoL was adversely affected by the coronavirus were higher than the rest.

Despite substantial studies on COVID-19 and the problems employees face, the association between COVID-19 and resigning jobs has not caught the interest of researchers. Millions have already resigned from their employment, and more are expected to resign. This study aims to investigate the relationship between the demographics of employees, the course of COVID-19, perceived effect of COVID-19 on life (PEoC), fear, entrapment feeling, depression, and quitting the job during the COVID-19 pandemic. A cross-sectional study was designed, and a convenient sampling method was adopted. Data were collected via an online questionnaire and analyzed by using SPSS version 26. Correlation and regression analyses were performed to reveal the relationship. Coefficients and significance values were used to interpret the results. Independent samples t-test and one-way ANOVA are used to determine the difference across the groups. The correlation between depression and work location is statistically significant. The PEoC increases fear, internal and external entrapment, and depression. Despite the statistically significant correlations between quitting jobs and the education level, internal and external entrapment, PEoC, fear, and depression for employees who have COVID-19 history, quitting the job was found to be affected only by COVID-19 history, internal entrapment feeling, and education level. This study has shown that quitting the job is associated with PEoC, depression, and internal and external entrapments. The correlation between quitting jobs and other conditions differs depending on the COVID-19 history of the employee. Furthermore, quitting the job is being affected by the coronavirus history, the internal entrapment, and education level.