Using 17 waves of data from a longitudinal study in Germany (December 2019 to June 2021, n = 1,053 employees), we model discontinuous changes in work fatigue and how participation in a government-sponsored short-term work program (Kurzarbeit) affected change trajectories.

We develop and test a model of reciprocal within-person relations between perceptions of directive and empowering leadership and employee emotional engagement and fatigue.

Using a three-wave longitudinal study, we examined the role that age-differentiated leadership plays in the prediction of work ability, as measured three times over six months (n = 1130) during the early stages of the COVID-19 pandemic in Germany (i.e., December 2019, March 2020, and June 2020).

Over the past two years, numerous empirical studies in the fields of human resource management, organizational behavior, and industrial, work, and organizational psychology have investigated employee experiences and behavior during the COVID-19 pandemic.

The goal of this longitudinal study was to examine how three dimensions of self-reported work performance, including task proficiency, adaptivity, and proactivity, changed between December 2019 and September 2020 in Germany.

Based upon theories that describe the process of family stress adaptation, we model changes in family demands and satisfaction with family life during the COVID-19 pandemic among a sample of n = 1,042 respondents from Germany.

This study examined the Big Five personality traits as predictors of individual differences and changes in the perceived stressfulness of the COVID-19 pandemic in Germany between early April 2020 and early September 2020. This timeframe includes the first national “lockdown,” the period of “easing” of restrictions, and the summer vacation period.

The impacts of COVID-19 on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is intended to make sense of the implications for employees, teams, and work organizations.

The COVID-19 pandemic has considerably impacted many people’s lives. This study examined changes in subjective wellbeing between December 2019 and May 2020 and how stress appraisals and coping strategies relate to individual differences and changes in subjective wellbeing during the early stages of the pandemic.

Pandemics have historically shaped the world of work in various ways. With COVID-19presenting as a global pandemic, there is much speculation about the impact that this crisis will have for the future of work and for people working in organizations.

It is common to broadly group people of different ages into “generations” and to speak of distinctions between such groups in terms of “generational differences.” The problem with this practice, is that there exists no credible scientific evidence that a) generations exist, b) that people can be reliably classified into generational groups, and c) that there are demonstrable differences between such groups.

With COVID-19 presenting as a global pandemic, we have noticed an emerging rhetoric concerning “the COVID- 19 Generation,” both anecdotally and across various media outlets.