Sense of Coherence in Managers during COVID-19 and the New World of Work: A Mixed-Method Study.

Claude-Hélène Mayer,Cemonn Wegerle,Rudolf M Oosthuizen

doi:10.3390/ijerph182111492

Abstract

During COVID-19, the working world has changed inevitably, and many managers experience extreme strain and stress. This study determines how managers cope with the changes during COVID-19 from a positive psychology and salutogenic perspective. It employs a hermeneutical research design and an interpretivist paradigm by using a mixed-method research approach in which managers’ sense of coherence (SOC) is investigated quantitatively through the 29-item Life-Orientation scale and qualitatively through semi-structured interviews. Purposeful and snowball sampling techniques are used. The sample consists of 17 managers. Data were collected in different organizations within South Africa and analysed through content analysis, linking quantitative and qualitative data in a holistic, integrated and complex way. In terms of the quantitative findings, the managers scored at the medium and higher end of the SOC-scale in comprehensibility, followed by manageability and finally meaningfulness. Male managers in the age group 47–57 scored highest. Female and younger managers scored lower on average. Lowest scores in comprehensibility and manageability were scored by a young female manager, while in meaningfulness the oldest male participant scored lowest. The qualitative findings show that high scoring SOC managers apply complex thoughts to the present and future workplace scenario. Individuals with lower SOC scores do not present as much knowledge, complex thinking and argumentation structures during the interview in comprehensibility scores as high scoring SOC managers, yet still acquire resources to manage the workplace (manageability). High meaningfulness scores are associated with creating meaningful workplace interaction (human–human and machine–human), knowledge distribution through technology, impactfulness, experiencing the job as meaningful, including helping others, and achievements. Managers have a complex view of the world and findings show the complex connections of a high/low SOC scores and the managers’ explorations and systemic understanding regarding their managerial world. Conclusions and recommendations for theory and practice are given.

Highlights

The COVID-19 pandemic has pushed employees globally to work in new ways, eliciting interventions such as social distancing, travel restrictions, virtual work, and new essential teamwork methods [1,2]
Such interventions sparked by the COVID-19 pandemic presented employee behaviour changes, which might impact employees’ and managers’
Interpreting the findings of this research study with regard to the literature, it can be highlighted that the managers score in the higher and medium range of sense of coherence (SOC) which means that they all of relatively high competences that supports managers perceive the situation of COVID-19 as understandable, manageable, and meaningful, facilitating the activation of their resilience [11]

Summary

Introduction

The COVID-19 pandemic has pushed employees globally to work in new ways, eliciting interventions such as social distancing, travel restrictions, virtual work, and new essential teamwork methods [1,2]. Such interventions sparked by the COVID-19 pandemic presented employee behaviour changes, which might impact employees’ and managers’. The immersion of COVID-19 activated organisations to contain the impact on performance of employees [4] and become aware of stress, insufficient infrastructure, missing work milieu and virtual colleagues, unrealistic performance expectations, impaired manager-employee relationships, and difficulty establishing trust in virtual work environments [3].

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Methods

Conclusion