The entrenchment of the ideal worker norm during the COVID-19 pandemic: Evidence from working mothers in the United States.

We study shifts in the ideal worker culture as experienced by working mothers across organizations in the United States during the COVID-19 pandemic. Experiences of 53 interviewees who attended to increased responsibilities across both work and family domains revealed an entrenchment of the ideal worker culture across nearly all organizations and professions. This manifested in three levels: as (1) a reinforced ideal worker culture in the workplace through work intensification, increased competitiveness, and surface-level support; (2) the reinforcing of organizations' ideal worker norms at home, with gendered division of space and labor; and (3) experienced internalized ideal worker norms in the expectations working mothers maintained for themselves. These findings offer insight into the lives of working mothers during the COVID-19 pandemic and the challenges which have pushed many mothers to reduce work hours or leave the workforce. Highlighting the intricate nature of the entrenchment of the ideal worker culture informs implications for theory of gendered organizations and for organizational practice.

Relational energy at work: Implications for job engagement and job performance.

Energy is emerging as a topic of importance to organizations, yet we have little understanding of how energy can be useful at an interpersonal level toward achieving workplace goals. We present the results of 4 studies aimed at developing, validating, and testing the relational energy construct. In Study 1, we report qualitative insights from 64 individuals about the experience and functioning of relational energy in the workplace. Study 2 draws from 3 employee samples to conduct exploratory and confirmatory factor analyses on a measure of relational energy, differentiating relational energy from related constructs. To test the predictive validity of the new relational energy scale, Study 3 comprises data from employees rating the level of relational energy they experienced during interactions with their leaders in a health services context. Results showed that relational energy employees experienced with their leaders at Time 1 predicted job engagement at Time 2 (1 month later), while controlling for the competing construct of perceived social support. Study 4 shows further differentiation of relational energy from leader-member exchange (LMX), replicates the positive relationship between relational energy (Time 1) and job engagement (Time 2), and shows that relational energy is positively associated with employee job performance (Time 3) through the mechanism of job engagement. We discuss the theoretical implications of our findings and highlight areas for future research.