We studied 14 universities across Canada and Australia to examine how the COVID-19 crisis, mediated through management strategies and conflict over financial control in higher education, influenced workers’ job security and affective outcomes like stress and happiness. The countries differed in their institutional frameworks, their union density, their embeddedness in neoliberalism and their negotiation patterns. Management strategies also differed between universities. Employee outcomes were influenced by differences in union involvement. Labour cost reductions negotiated with unions could improve financial outcomes, but, even in a crisis, management might not be willing to forego absolute control over finance, and it was not the depth of the crisis that shaped management decisions.

The work of a call center agent has been described as one of the ten most stressful jobs in the global economy (Holdsworth and Cartwright 2003). Call centers are known for their heavy use of electronic monitoring, tightly controlled schedules and break times, and intense performance pressure. Past research has shown that these practices contribute to high levels of employee stress, anxiety, and burnout (Holman and Fernie 2000; Deery et al. 2002; Holman 2002). Worker stress also creates problems for companies and their customers. Managers are affected by staffing challenges associated with employee turnover and absenteeism. Customers are routinely routed between employees who have been narrowly trained to answer specialized questions. This report summarizes research findings from a survey administered to 2100 call center workers represented by the Communications Workers of America (CWA), with the aim of investigating the causes and consequences of well-being and stress in these workplaces. We ask the following questions: • What kinds of stress are experienced by call center workers, and how high are stress rates across different measures? • What management practices and workplace factors are associated with lower rates of worker stress? • How does worker stress relate to job satisfaction, absenteeism, and turnover intentions? • What explains differences in the practices and outcomes associated with high rates of worker stress across call centers? The call center workers we surveyed report high levels of stress across a range of measures, including emotional strain, sleep difficulties, use of anxiety medication, and repetitive stress injuries. Workers experiencing higher stress were also more likely to be absent, were less satisfied with their jobs, and more likely to want to quit. However, call centers do not have to be stressful workplaces that damage workers’ health. Good management practices that invest in skills, give workers more control over how they talk with customers, and use monitoring information to develop rather than discipline workers all can improve the workplace climate and reduce stress and burnout. Experience with outsourcing and fears of future outsourcing were also correlated with stress: suggesting that commitments to job security and in-sourcing work may also contribute to improved worker well-being.

In 2018, “The Generation Effect: Millennials, employment precarity and the 21st century workplace” revealed the following disturbing outcomes of rising precarious employment: poor mental health, financial insecurity, high student debt, and declining quality of life. The proposed study focuses on Generation Zrs (1997-2012) who are attending high school, post-secondary studies, trades or have joined the workforce. They not only face the same socio-economic challenges as their older millennial siblings, but the added hurdle of the economic disruption caused by COVID-19. Collaborating with local organizations we will develop a community-driven, evidence-based research that will contribute new knowledge and inform policy.