Demands, resources, and employee wellbeing during the Covid-19 pandemic: "traditional" values as psychological buffer

Abstract

Fusing theory and research on the JD-R framework and cultural values shift and set at a unique historical moment representing the height of the Covid-19 pandemic, we conduct the first study in the JD-R literature on the cross-level moderating effects of individual values, cultural values, and job demands and resources on employee wellbeing. We theorize that values typifying the traditional society prioritizing social order and the collective including collectivism, rule/hierarchy orientation and religiosity act as psychological buffer in associations between work and non-work demands, resources, and employee wellbeing. We test these notions via a multilevel and large sample of employees (N = 890) working in many different industries and situated across five countries including China, France, Spain, Turkey, and the US. The data were collected at the peak of the pandemic, in June-August 2020. As theorized, the negative effects of job and family demands are weaker for employees who are more rule oriented, hierarchy oriented, or religious. In loose but not in tight societies, the positive effects of organizational and social support are stronger for employees who are more collectivistic, rule oriented, hierarchy oriented, or religious. Yet, the interactive effects of values and demands/resources are generally stronger in tight than in loose societal cultures. We discuss the theoretical and practical implications of these nuanced findings on the confluence of cultural values, job demands/resources and employee wellbeing in times of crises.