Trust in management and state government mitigate the relationships between individual- and state-level stressors and well-being during COVID-19

Abstract

PurposeThis study aims to examine the role of trust in management and state government in mitigating the relationships between individual- and state-level stressors and well-being during the COVID-19 pandemic.Design/methodology/approachData were collected from a US sample still working during the first wave of infections (N = 437) and was supplemented with objective state-level data. Data were analyzed using hierarchical regression modeling with the PROC MIXED procedure with SAS software to incorporate both individual- and state-level variables.FindingsResults indicated that individual-level stressors (work and family role overload) were positively associated with stress; however, the relationship between family role overload and stress was mitigated among those with high trust in state government. Results indicated that state-level stressors (infection rates and population density) were not associated with stress; however, the relationship between state population density and stress was positive among those with low trust in management and negative among those with high trust in management.Practical implicationsThis study highlights the need for organization and government leaders to build trust before and during crisis situations, as well as engage in a collaborative approach to managing stressors in crisis situations.Originality/valueThis study highlights the importance of expanding the focus of employee trust across organizational boundaries for understanding employee well-being during a crisis situation. This study also demonstrates the cross-over effects of trust, such that organization leaders can protect workers from community stressors, while government leaders can protect workers from family stressors.