The context of Covid-19 has offered an unusual cultural landscape for examining how workers view their own position relative to others, and how individuals respond to prolonged exposure to workplace stress across different sectors and cultures. Through our recent work tracking the well-being of frontline workers in the UK and Ireland, we have uncovered additional psychological factors that have not been accounted for in previous models of occupational stress or burnout. In recent months, frontline workers have worked to protect the (...) community from the threat of SARS-CoV-2 and, simultaneously, have evaluated their perceptions of collective efforts of others as either congruent or incongruent with collective goals : we call this novel aspect solidarity appraisal. These frontline workers have been hailed as heroes, which we argue has led to the creation of an implicit psychological contract between frontline workers and the public. Here, the heroes are willing to “go above and beyond” for the greater good, with the expectation that we do our part by adhering to public health guidelines. Where frontline workers perceive incongruence between the words and actions of others in working toward collective goals this drives negative affect and subsequent burnout. In this perspective article, we evaluate the cultural context of the pandemic in the UK and Ireland and suggest important socio-cultural factors that contribute to perceptions of solidarity, and how this may relate to burnout and worker welfare during and beyond the pandemic context. (shrink)

During the COVID-19 pandemic, business managers are facing many challenges from a severe challenge. Many organizations have changed their original management mode and organizational behavior to improve employees’ organizational citizenship behavior, thus reducing their sense of anxiety and incapability. Thereinto, job performance of the employees also affects the growth and development of the organization. To explore how to fragment employees’ positive psychology and job performance, this study discusses the influence on employees’ subjective wellbeing and job performance from relevant factors at (...) the organizational and individual levels. Also, to explore the influence of organizational support and occupation self-efficacy on job performance and the mediating role of subjective wellbeing during COVID-19, a total of 618 valid questionnaires were collected from all walks of life in 2020. Hypotheses were tested by structural equation modeling and Bootstrap technology. The results show that: Professional self-efficacy and subjective wellbeing have a significant positive impact on job performance; Subjective wellbeing plays a complete mediating role between organizational support and job performance, and subjective wellbeing plays a partial mediating role between professional self-efficacy and job performance; Compared with the sense of organizational support, the positive effect of self-efficacy on job performance is more significant. (shrink)