With the shift toward online environments due to COVID-19 pandemic, particularly for educational sector, employees’ performance has been affected by an array of different factors. Personal aspects as well as organizational focus on individuals’ wellbeing are the main focus of this study through inclusion of job autonomy and work-life conflict alongside other factors, such as informational support that can aid academic staff regarding their wellbeing during times of crisis. In response to the effects of COVID-19 on employees, this study aims (...) to provide tangible data to protect university teachers during crises and establish key points that can improve their wellbeing. For this purpose, we used interviews to provide in-depth understanding of the subject. A total of 16 teachers as interviewees have provided qualitative data that was analyzed with MAXQDA. This study highlights the importance of work-life conflict and vitality of job autonomy on academic staffs’ performance and overall wellbeing through a conceptual analysis. We emphasize the role of organizations in maintaining a work environment where university teachers’ wellbeing is prioritized and various elements such as training and support are used to help stabilizing work-life balance. The current findings can be beneficial for both scholars and decision-makers in schools and universities to enhance elements of remote work for their staff. (shrink)

Theories of interpersonal conflict analysis and resolution originate from sociology, social psychology and political science. These theories took shape during twentieth century after World War I and World War II. Some of the prominent conflict resolution theories are Burton’s ‘human needs theory’, Roger Fisher’s ‘principled-negotiation’ and Lederach’s ‘Conflict transformation’. Conflict is an inevitable part of living because it is related to situations of scarce resources, division of functions, power relations and role-differentiation. In the organizational environment, awareness of each employee’s nature (...) is critical to success. When such employees are self-aware, workplace conflict can be minimized and can become productive to the organization. This study develops a new three energy framework of personality for conflict analysis and resolution. This framework is based on the ‘ guna’ concept of Bhagavad Gita, an ancient Hindu scripture. The term ‘ guna’ indicates the ‘inherent energy’ with which the human mind functions. These three energies are: Positive Energy ( sattva), Dynamic Energy ( rajas) and Potential Energy ( tamas). People work under influence of these three energies all the time and go through various physical, emotional and intellectual experiences. The quality and quantity of these experiences determines their personality, pattern of behaviours and conduct. (shrink)