Workplace Psychology and the New Normal: Who Exactly are We Now?

As we enter a new era of 2020, there has been quite a few unforeseen circumstances that has had significant impact on the work force world as we know it. For some, it has been the concerning rise in unemployment currently wreaking havoc on the economic stability of the robust work and consumer force the United States is known for. For others, it has been a chance to meet work demands remotely from home. Among the changes in environment as the work place shifts from high rise offices to that of someone’s living room, one thing that should be discussed more is the mental effect that can often times go unnoticed with slight changes in scenery.

Working from home is not new to some professions but for others, you must consider the change in environmental conditions in relation to work performance. The environment can be structured to facilitate performance by making it easier for individuals to accomplish their jobs, or it can contain constraints to interfere with performance (Spector, 2012). Routines are changing and the surrounding environment is changing. Offices remain empty and houses are reunited. It some cases, it can enhance workplace performance, or it can hinder it. Consider the nature of jobs theory in terms of characteristics and motivation made famous by the research of Hackman and Oldham (1976, 1980). A theory based on the presumption that people are motivated by the intrinsic nature of job tasks and that if work is interesting and satisfying, people will enjoy their jobs. How can that apply with a complete shift in work environment? Consider the Motivation Potential Score (MPS) introduced by Hackman and Oldham (1976). MPS = (Skill Variety + Task Significance + Task Identity)/3 X Autonomy X Feedback).

Engaging with the current work force who have shifted to the home office, I get a few opinions. On one hand, some really enjoy the fact that they get to spend more time with their family and home school their children (Since schools are closed too), others love the fact that they can attend meetings in a suit and sweatpants, or no pants at all depending on camera placement, and others are pulling their hair out for those exact same reasons. One common view among those with conflicting opinions is the effect on their mental health. Both are uncertain of the current times, and most find it troubling to consider when the country and work force will get back to “normal” or if the “normal” will now be the “current times”.

Concerns about health and anxiety in the workplace in the current times is discussed in a Forbes article directing mental health concerns at work during COVID19 (Wingard, 2020). Concerns addressed are employees being able to juggle health concerns and mounting anxiety alongside their jobs and families which leaves them at grave risk for stress, loneliness, burnout, isolations, and depression (Wingard, 2020). In the article, it calls upon leaders to no longer just advocate for the mental wellbeing of their employees, but to actually address it vocally and attempt to eliminate the social stigma that often accompanies feelings of depression in the work place. A burning question remains. How as leaders do you effectively address those concerns with your personnel when those personnel are now embedded in a work-from-home environment? Is it related to utilizing the formula of the MPS?

Whether we as the workforce have wanted it or not, the environment is now virtual. Some companies have taken advantage of the virtual environment to offer virtual counseling to employees to address any concerns and to keep leadership aware. Embracing psychological vulnerability instead of simply moving past it could be a strategy worth considering. 

In summary, 2020 has introduced many challenges to the workforce in adapting to new environments although familiar and preferred by some, mentally exhausting to others. As leaders in the workforce, the current challenge is finding ways to address these concerns while simultaneously keeping motivational productivity and employee satisfaction relevant in a world that may stay locked into the virtual machine for a long time to come. With one challenge, comes many challenges, but with awareness and mental conditioning, almost all challenges can be overcome.

Hackman, J. &. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance(16), 250-279.

Spector, P. E. (2012). Industrial and Organizational Psychology Research and Practice. Jefferson City: John Wiley & Sons.

Wingard, J. (2020, March 20). Mental Health In The Workplace: Leading In The COVID-19 Context. Retrieved from Forbes: https://www.forbes.com/sites/jasonwingard/2020/03/20/mental-health-in-the-workplace-leading-in-times-of-crisis/#6bff2a7f6a1b