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Exploring academic staff engagement in a time of crisis and change through the lens of a multilevel job demand-resources analysis
Journal article   Open access   Peer reviewed

Exploring academic staff engagement in a time of crisis and change through the lens of a multilevel job demand-resources analysis

Craig Whitsed, Antonia Girardi (she/her), Scott Fitzgerald and John P Williams
Journal of Higher Education Policy and Management
2024
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Published1.46 MBDownloadView
CC BY-NC-ND V4.0 Open Access

Abstract

Using Multilevel Job Demand-Resources theory, this research explores how crisis influenced perceptions about academic work engagement at individual, team, and organisational levels. The COVID-19 crisis led universities to make significant changes in response to health and fiscal impacts. Changes included restructuring, job shedding, and pivoting to online teaching which affected psychological well-being, and myriad affective outcomes. Thirty-six participants discussed COVID-19, changes in their university, effects on their work, and coping strategies. At the organisational level, participants consider their universities, specifically university leaders and leadership practices, afford limited resources to support responses to crisis and change leading to excessive job demands, negative health outcomes, and low motivation. At the team level, strong team relationships and supportive leaders were identified as important job resources to mitigate against some demands. At the individual level both coping and self-undermining practices were identified to manage demands. The implications on academic work engagement are elaborated.

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Collaboration types
Domestic collaboration
Citation topics
6 Social Sciences
6.3 Management
6.3.48 Organizational Behavior
Web Of Science research areas
Education & Educational Research
ESI research areas
Social Sciences, general
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