ECAM 05 2022 0426.R3 - Proof - Hi

Engineering, Construction and Architectural Management
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Identifying the Stressors hindering Performance in the

Indian Construction Industry: An Empirical Investigation
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Journal: Engineering, Construction and Architectural Management
Manuscript ID ECAM-05-2022-0426.R3
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Manuscript Type: Original Article
Keywords: Construction, Management, Process
Abstract:
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http://mc.manuscriptcentral.com/ecaam
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Page 1 of 53 Engineering, Construction and Architectural Management
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11 17 January 2023
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44 Document title: Identifying the Stressors Hindering Performance in the Indian
45 Construction Industry: An Empirical Investigation
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Author(s): Noopur
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50 Format: British English

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52 Style guide: APA Style at http://guides.lndlibrary.org/apa
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Engineering, Construction and Architectural Management Page 2 of 53
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3 Identifying the Stressors Hindering Performance in the Indian Construction Industry:
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6 An Empirical Investigation
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8 Abstract
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11 Purpose: This study attempts to analyse and rank the impact of work-related issues arising
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13 within the Indian construction industry in the context of the existing pandemic. Furthermore,
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this is the first attempt to provide strategies to overcome issues among a workforce that is
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18 highly contractual in nature and is currently witnessing the uncertainties of the pandemic’s
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20 aftermath. To the best of the author’s knowledge, few studies have highlighted the combined
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analysis of job insecurity, psychological stress, and emotional exhaustion in the Indian
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construction industry.
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28 Methodology: The “Best Worst Methodology” (BWM) has been used in this study to analyse
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30 and rank the key factors that eliminate negative characteristics among contractual construction
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32 employees. The BWM, outlined by Rezaei (2015, 2016), is a popular “multi-criteria decision
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35 analysis technique” due to its advantage of consistent results and lesser pairwise data
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37 requirements.
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40 Findings: The study identified and ranked the socio-economic impact of the three waves of the
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42 COVID-19 pandemic on construction sector employees in the Indian subcontinent. The results
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indicate that job insecurity has the most prominent impact, which ultimately produces
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47 psychological stress and emotional exhaustion among employees.
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50 Originality: To achieve the objective of identifying and prioritising the criteria of adverse
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52 socio-economic impacts during the pandemic and outlining plans of action for the construction
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54 industry, ten experts (civil engineers/managers) from ten different construction projects were
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57 involved in a mixed-method case study, which has never been explored in the Indian
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59 construction sector.
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3 Keywords: Job Insecurity (JS); Psychological Stress (PS); Emotional Exhaustion (EE);
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6 COVID – 19 Pandemic; Best Worst Method (BWM).
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9 1. Introduction
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12 An uncertain business scenario coupled with a global recession, inflation, wars, and multiple
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14 waves of the global pandemic has only enhanced pre-existing job insecurities. Job insecurity
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can be referred to as the state of affairs wherein the employee feels threatened over their current
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19 employment or future job prospects (Safavi and Karatepe, 2019). With competitiveness, safety,
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21 and the slow pace of progress in the construction industry, there needs to be a constant supply
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of satisfied and engaged personnel who ultimately become the precursors to successful project
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26 completion (Nauman, Zheng and Ahmad, 2021).. The interactions between the completed
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28 projects and customer satisfaction are one form of social exchange, the completion of which
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30 determines the customer's preference and their intention to return to the same service provider
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or spread good word of mouth (Azeez, Gambatese and Hernandez, 2019). On-the-job
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35 performance becomes vital since this industry revolves around inseparability and direct
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contacts (Suresh et al., 2017). Changing business dynamics due to the global pandemic have
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hit almost all sectors, but one of those hit hardest has been the construction industry. The Indian
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42 construction industry is the largest employer of the unorganised workforce after the agricultural
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44 sector; annually, it contributes almost 9% to the Indian Gross Domestic Product (NITI Aayog,
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2021). Almost 51 million people work at different project sites, but irrespective of its
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49 magnitude the industry faces a number of issues; these include low productivity, cost overrun,
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51 harassment in the workplace, safety, and health and sanitation challenges, to name a few
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(Muneeswaran et al., 2020). With the sudden closure of public spaces and the country
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56 undergoing strict lockdown since March 2020, the country witnessed a huge exodus of workers
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58 from their place of employment. The literature has extensively documented the plight of these
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60 workers in the unorganised Indian construction sector (Pamidimukkala and Kermanshachi,
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3 2021; Denny-Smith et al., 2021; Dhal, 2020). Indeed, the current backdrop has directly led to
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6 job insecurity among the masses, the prevalence of immense stress, and a negative impact on
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8 mental/physical well-being. Irrespective of government interventions and proposals for various
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10 relief packages, the trauma persists, and experts are of the opinion that stress and uncertainty
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exist, and the recovery will take quite some time. Employment in this particular industry in
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15 India is quite irregular, marred by the long-term nature of construction projects, variations in
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17 demand, the supply of labour, and changes in government regulations, etc. Stress is an integral
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aspect of human existence; depending on the magnitude and its nature, stress can be categorised
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22 into positive or negative. In the workplace, stress comes mostly in the form of employee
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24 reactions to the perceived threatening characteristics therein (Chaturvedi et al., 2018). Job
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26 insecurity often leads to helplessness, stress, and job burnout when the coping ability of
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29 employees is lesser compared to the job demands (Sijbom, Lang and Anseel, 2019). Hence,
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31 emotional exhaustion becomes a psychological response to unwanted stressors in the
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33 workplace, which mostly results in disengagement, high turnover intention, low productivity,
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non-existence of creativity, etc (Chen et al., 2019). Both the current dynamics and job
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38 uncertainties are creating panic among employers and employees; their physiological and
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40 psychological health is deteriorating, eventually reducing motivation levels. The present
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research has reviewed the literature on job insecurity, psychological stress, and emotional
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exhaustion/disengagement, revealing that these studies have focused either on the antecedents
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47 or the outcomes. Indeed, there seems to be a gap when practitioners or researchers want to
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work on specific parameters that are more problematic than the others in a particular construct.
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52 Hence, it becomes important to rank the work-related stressors or factors to ascertain which
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54 factor is more problematic so that corrective and specific strategies can be implemented to
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56 achieve the desired outcomes, the present case being the Indian construction sector. In the
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present context, job insecurity and eventually occupational stress are important causes that need
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3 to be bridged; if not, they may even lead to degraded performance by construction workers
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6 (Singh and Misra, 2021). The present study has been conducted in the context of the Indian
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8 construction industry to study the role of job insecurity, psychological stress, and emotional
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10 exhaustion/disengagement among employees. The objectives of the present study are as
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follows:
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16  To identify a framework of job insecurity criteria and their linkages with psychological
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18 stress and, eventually, the emotional exhaustion/disengagement factors in the Indian
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construction industry.
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23  To acknowledge the magnitude or relative importance (weights) of the criteria: job
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25 insecurity, psychological stress and emotional exhaustion/disengagement.

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28  To compile theoretical applications and managerial/practical strategies to deal with the
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30 dilapidated situation of employees in the construction industry.

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33 This study has a threefold novel contribution; this is the first study investigating the framework
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35 of job insecurity criteria and their linkages with psychological stress and, eventually, the
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emotional exhaustion/disengagement factors in the Indian construction industry context. Its

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40 second aspect lies in the study of the magnitude or relative importance of the criteria for several
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42 psychological factors, such as job insecurity, psychological stress, and emotional

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44 exhaustion/disengagement. In addition, a novel mix-method approach, such as a case study
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47 with multi criteria decision modelling, was employed to obtain an in-depth understanding,
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49 ranking, and exploration of the proposed relationship. This is one of the first studies in
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51 behavioural research where the magnitude and relative importance of stressors were studied
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using the Best Worst Methodology (BWM). Lastly, this study covers all the aspects of stressors
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56 hindering performance in the Indian construction industry, which were limited in past studies.
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3 Additionally, the study provides managerial and practical strategies that help to deal with stress
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6 among employees.
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9 The next section discusses the various work-related issues faced by employees; the third section
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11 discusses the BWM used in the analysis. We then explore experts’ backgrounds and the results
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of the analysis, followed by a discussion of the results. The sixth section identifies the important
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2. Literature Review
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This section discusses the various issues that construction sector employees face due to the
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27 COVID-19 pandemic.
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30 2.1 Job Insecurity

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34 The concept of job insecurity was first coined by Greenhalgh and Rosenblatt (1984); they
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36 defined job insecurity as “the perceived weakness of the worker's willingness to work if their
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38 job's permanence is threatened.” As per Sverke and Hellgren (2002), job insecurity has two
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different perspectives: cognitive and affective. It is believed that psychological stress among
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43 employees is mainly due to affective insecurity, whereas disengagement and exhaustion, in
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45 addition to reduced concertation, are due to cognitive insecurity among employees (Bouzari
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and Karatepe, 2018; Darvishmotevali and Ali, 2020; Noopur and Burman, 2021). Job
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50 insecurity has been found to have a negative impact on the health of employees (psychological
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52 health) and is also a source of stress among employees (Pienaar et al., 2013). Agyekum et al.
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54 (2021) claim that construction sector employees are more prone to poor job performance due
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57 to stress and job insecurity arising because of the COVID-19 pandemic. Construction sector
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59 employees were at the forefront of potential job loss due to sudden lockdowns, disruptions in
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3 the supply chain, inflation, salary cuts, etc. This, in turn, affected their mental health and
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6 performance (Elbehri et al., 2022; Pu et al., 2021).
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9 2.2 Psychological Stress
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12 Stress is a highly persistent issue among adults and supposedly causes many other health,
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cultural, occupational, and social issues (Demkowicz et al., 2019). Stress can be defined as “a
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17 condition or feeling experienced when a person perceives that the demands placed on them
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19 exceed the resources the individual has available” (Heinen et al., 2017; AIS, 2020). It can also
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be understood as the asymmetry between perceived demands at the workplace and the
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24 employee's ability to respond to these demands (Lazarus and Folkman, 1984; Lee et al., 2015;
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26 Demkowicz et al., 2019; Noopur and Dhar, 2021). Sauter et al. (2002) estimated that job-related
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28 psychological stress is one of the most prominent problems among employees, and it also
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31 results in significant organisational costs. The increased cost to organisations is due to the
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33 nature of the construction sector (Patyal et al., 2020). Various studies have identified that
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35 construction sector employees, especially frontline workers, are more prone to stress and, as a
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result, they feel burnout and exhibit reduced performance in the workplace (Cao et al., 2020;
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40 Patyal et al., 2020; Schwörer., 2018). Furthermore, the COVID-19 pandemic had a significant
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42 impact on perceived psychological stress among employees, with more than 50% of employees
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found to be under stress due to the pandemic (Chekole et al., 2020; Tang & Gray, 2021). Khan
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47 et al. (2020) also found that the COVID-19 pandemic had a significant impact on the
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51 reduced workforce, indirectly leading to increased stress among employees.
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55 2.3 Emotional Exhaustion and Disengagement
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58 Emotional exhaustion is one of the key elements of job burnout and occurs because of high
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60 workloads and work-related demands, thus inducing a negative state of mind among employees
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3 (Maslach and Leiter, 2016). Emotional exhaustion causes employees to disengage from their
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6 tasks and hampers their job performance, and often results in higher sick leaves being taken by
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8 employees (Taris, 2006; Glise et al., 2010; Tuithof et al., 2017). Job burnout is evident and
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10 prevalent in construction sector employees and causes health problems among employees due
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to job-related demands (Khan et al., 2020). Lin et al. (2014) also found that emotional
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15 exhaustion/job burnout significantly impacts employee well-being due to stress induced by
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17 work-leisure conflicts. Job-related stress causes considerable burnout and emotional

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exhaustion among construction workers (Hall, 2019). Recent studies have revealed that the
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22 COVID-19 pandemic caused significant burnout and emotional exhaustion among employees
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24 at project sites (Hall, 2019; Dimitriu et al., 2020; Jalili et al., 2020; Pereira et al., 2022).
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27 2.4 Identified Research Gaps and Highlights
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31 The researcher, during the review of the literature, came across studies on various issues faced
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33 by employees in the workplace or work-related issues. Most of these studies (Khan et al., 2022;
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35 Piccoli & De Witte, 2015; Shoss et al., 2021; Vo-Thanh et al., 2022) focused on one of the
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aforementioned factors at a time. There are limited studies (Qadri et al., 2022; Paramita &
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40 Sudhartio, 2022; Unur et al., 2022) related to the combined analysis of job insecurity,
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42 psychological stress, and emotional exhaustion among employees, especially employees in the
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construction industry. Indeed, most studies focused on the evaluation of stress among
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47 healthcare workers and the hospitality sector. More specifically, there is no single study that
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49 simultaneously investigates these factors in the Indian construction industry as a result of the
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51 COVID-19 pandemic. This study is the first attempt to analyse and rank the impact of work-
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54 related issues arising among Indian construction employees due to the COVID-19 pandemic,
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3 3. Methodology
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The Best-Worst Methodology (BWM) has been used in this study to analyse and rank the key
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9 factors which impact Job Insecurity, Psychological Stress and Emotional Exhaustion among
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11 employees of the Indian construction sector. The BWM given by Rezaei (2015, 2016) is a very
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variations during analysis thus presenting consistent results and lesser pairwise data
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18 requirements. The most recent applications of BWM include Gupta, 2018 (service quality);
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20 Kheybari et al., 2019 (bioethanol facility selection); Kusi-Sarpong et al. 2019 (circular
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economy); Abdel-Basset et al. 2020 (supply chain problem solving); Gupta et al., 2020
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(sustainable innovation); Yazdi et al. 2020 (risk analysis). Following, the suggested
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27 methodologies in BWM, the most important and the least important stressors/sub- stressors is
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designed as “best” and “worst” stressors respectively as assessed as by each expert from the
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32 selected industry experts. Table 3 shows the list of selected “best” and “worst” stressors/sub-
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34 stressors as identified by the experts from the list of stressors /sub- stressors. The pairwise
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36 comparison of best stressors /sub-stressors are performed in a corresponding category on a
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scale 1-9. Here, 1 indicates equal importance and 9 indicates extreme importance.
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3.1 Steps in BWM
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Step 1: Identification of relevant criterion.
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Step 2: Selection of the best (B) and worst (W) criterion for main and sub-factors.
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50 Step 3: A measurement scale ranging in-between 1 to 9 were given to project managers

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53 (experts) and project managers were requested to carry pairwise comparison between best
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55 criterion B as compared to rest of the criteria. The result will come in vector 𝐴𝐵 = (𝑎𝐵1, 𝑎𝐵2, …
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𝑎𝐵𝑛).
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3 Step 4: Based on similar lines as above, the project managers (experts) were asked to carry
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6 pairwise comparison with other criterion based on worst criterion (W). Resulting into vector 𝐴𝑤
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11 Step 5: Further the optimised weights are ascertained (𝑤1*, 𝑤2*, …….,𝑤𝑛*) for all the
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14 criterion. That is, we obtain the weights of criteria so that the maximum absolute differences
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16 for all j can be minimised for {|𝑤𝐵 ― 𝑎𝐵𝑗𝑤𝑗|, |𝑤𝑗 ― 𝑎𝑗𝑊𝑤𝑊|}. The following minimax model
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will be obtained:
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21 min max {|𝑤𝐵 ― 𝑎𝐵𝑗𝑤𝑗|,|𝑤𝑗 ― 𝑎𝑗𝑊𝑤𝑊|},
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s.t.∑𝑗𝑤𝑗 = 1,
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28 𝑤𝑗 ≥ 0, (1)
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31 Model (1) is transformed to a linear model and is shown as:
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34 min𝜉𝐿,
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37 s.t.
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40 |𝑤𝐵 ― 𝑎𝐵𝑗𝑤𝑗|≤ 𝜉𝐿 , for all 𝑗,
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43 |𝑤𝑗 ― 𝑎𝑗𝑊𝑤𝑊| ≤𝜉𝐿 , for all 𝑗,
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46 ∑𝑗𝑤𝑗 = 1,
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50 𝑤𝑗≥ 0, for all 𝑗. (2)

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53 Model (2) can be solved to obtain optimal weights (𝑤1∗ , 𝑤2∗ , …….𝑤𝑛∗ ) and optimal value 𝜉𝐿 .
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56 Consistency (𝜉𝐿 ) of attribute comparisons close to "0" is desired (Rezaei, 2016).
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3 3.2 Ranking of Overcoming Strategies
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Once the global weights of each criterion are obtained by multiplying the local weights of both
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9 main- and sub- criteria, the next step is to compute the overall score of alternatives using
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𝑛
14 𝑉𝑖 = ∑𝑗 = 1𝑤𝑗𝑢𝑖𝑗 (3)
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where 𝑖 is the index of any alternative, 𝑢𝑖𝑗 is the normalised score of alternatives 𝑖 with respect
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to criterion 𝑗. The value of 𝑢𝑖𝑗 can be obtained using expressions (4) and (5), where expression
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22 (4) is used for positive criteria (for benefit criteria/ whose criteria values we want to increase)
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and expression (5) is used for negative criteria (for cost criteria/whose criteria values we want
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27 to decrease).
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𝑥𝑖𝑗
30 𝑢𝑖𝑗 = ∑ 𝑥 for all j (4)
31 𝑗 𝑖𝑗
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33 1
34 𝑥𝑖𝑗
35 𝑢𝑖𝑗 = 1 for all 𝑗 (5)
∑ 𝑗𝑥
36 𝑖𝑗
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39 Where, 𝑥𝑖𝑗 is the actual score of alternatives 𝑖 in criterion 𝑗.
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42 4. Case Analysis and Results

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45 4.1 Information about Experts and Case Organisations

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48 To achieve the objective of identifying and prioritising the criteria of the adverse socio-
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economic impact of the pandemic and the coping mechanisms for the construction industry,
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53 ten experts (project managers) from ten different project sites in eastern India were selected for
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55 the study. The construction industry was considered because of its significant contribution to
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India’s GDP and the subsequent employment creation (Dehdasht et al., 2021). With India
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60 emerging as a developing nation, significant construction work is going on (Narayanan &
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3 Huemann, 2021). It is expected that construction industries have more business opportunities
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6 relative to other businesses. For this, the study requires project managers on the basis of their
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8 years of experience and subordinates supervised. All the project managers selected have at least
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10 ten years of experience in the construction industry and they supervise at least twenty
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workers/employees at their organisation or project site. Though there are a limited number of
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15 experts available because of the nature of work schedules, ten such experts were identified. All
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17 the experts considered here have an in-depth understanding of and sufficient experience within
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the construction industry.
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4.2 Experts’ Background and Information
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This study used a mixed methodology (case study and BWM) approach for the evaluation of
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27 stressors hindering performance in the Indian construction industry. This integrated
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methodology enhances the robustness of the developed framework. This study involves a
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32 literature review and expert opinions for the identification and finalisation of stressors. The ten
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34 experts selected from different construction industries have different levels of expertise. This
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36 study has considered ten experts and by doing so the accuracy of the enabler’s identification
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39 has enhanced when compared to that of previous studies (for example, Gupta et al., 2020; Kusi-
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41 Sarpong et al., 2021). In addition, the diverse construction industry was purposefully chosen to
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43 ensure that the outcomes were more generalised for the industry, as well as in regards to other
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industrial aspects. Experts with experience in other fields than the construction industry (i.e.,
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48 civil engineering) were not taken into consideration. Experts who did not have enough
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50 experience and who did not hold any kind of top or middle management positions were also
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discarded. Here, all the experts have ample experience in both construction and civil
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55 engineering, as well as handling middle and lower management employees. Moreover, the
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57 diverse experts were chosen for better generalisability of the results and to reduce the biasness
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59 of the study.
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3 4.3 Identification of criteria
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6
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This phase involved the identification of the criteria in order to understand the socio-economic
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9 impact of the pandemic. A total of eighteen sub-criteria under three main criteria were
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11 identified through literature review. These criteria were presented to all the experts for
12
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13 validation using the Delphi method. “Delphi method” comprises several rounds of discussion
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16
with the industrial experts until a final decision is obtained among the experts (Gupta, 2018).
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18 All the experts agreed to the identified criteria and their categorisation. The criteria were also
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20 validated from the standard scales published for the main category criteria. The finalised
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22
criteria and sub-criteria are presented in Table 1.
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24
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25 …Table 1 Criteria and Sub-Criteria for Socio-Economic impact from Pandemics……

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28 4.4 Strategies for Improving the Socio-Economic Impact from Pandemics
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31 Construction sector employees are facing various socio-economic and mental health issues due
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34 to the uncertainties arising from the COVID-19 pandemic. The site managers are continuously
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36 struggling to keep the workers motivated and free of any mental issues. There is a need to
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38 develop certain strategies to overcome these issues. After the literature was reviewed
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thoroughly; expert insights were incorporated at various stages. Additionally, six main
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43 strategies were identified and finalised, as presented in Table 2.
44
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46 …………..Table 2 Strategies to overcome Stress Barriers………………………
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49 4.5 Result Analysis
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50
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52 After identifying and finalising the criteria, the next step was to prioritise the criteria. The
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54 experts, i.e., the site managers, were required to identify the most preferred and least preferred
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56 (i.e., the best and the worst) main and sub-factor criteria. The best-to-others and others-to-worst
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59 ratings for the main category criteria is presented in Table 3.
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3 ………….Table 3 Pairwise comparison for Main category criteria……………………
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Best to Others for Ten Respondents
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9 Others to Worst for Ten Respondents
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12 The pairwise ratings for the sub-criteria are available in the supplementary file material. Once
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all the ratings were obtained, the next step was to obtain the weights for the main and sub-
16
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17 category criteria in order to obtain their rankings. Using equation (2), the weights for the main
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19 category and sub-category were calculated and are presented in Table 4, along with the global
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ranks of sub-category criteria.
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…….…….. Table 4 Criteria weights and ranking ………………………………
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25
26
27 Once the global weights and ranks of the criteria were obtained, further ranks were assigned to
28
29
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30 each of the strategies against each of the criteria in order to identify which strategies were
31
32 important in overcoming which particular issue. As a single strategy is not sufficient to
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34 overcome a particular issue, the ranking of the strategies is crucial in identifying the top
35
36
37 strategies for a particular problem. The additive value function mentioned in equation (3) is
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39 used to obtain the weight and rank of all the strategies. When obtaining ranks using equation
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41 (3), the weights of sub-criteria obtained through equation (2) and a normalised score of the
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44
alternative obtained using equation (4) was used. The strategies rank for each sub-criterion are
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46 presented in Table 5.
47
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49 ………………….Table 5 Ranks of strategies…………………………………
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3 5. Discussion
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5.1 Discussing the Criteria Ranking
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9 The study identified and ranked the socio-economic impacts of the pandemic on construction
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10
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12 sector employees. The results indicate that job insecurity (JI) has the most prominent impact
on
13
14 among construction sector employees due to the pandemic. The pandemic has pushed
15
16 construction projects, leading to economic uncertainty. The pandemic has impacted economies,
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17
18
19
with the Indian currency losing its value in the international market, alongside inflation being
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21 at an all-time high and the common masses stalling their investment in property. This has also
22
23 created a dent in infrastructure projects. This vicious circle, in turn, creates fear among
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24
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25 workers/employees since the nature of the job in the Indian construction sector is informal.
26
27
28 Workers/employees are unsure whether their jobs will continue to exist, and even if their job
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30 does continue, they are unsure of the dynamics of social or work-related factors in their
31
32 organisation (Srivastava, 2019; Spurk and Straub, 2020). The next among the main category
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34
35 criteria is psychological stress (PS); due to the prevailing pandemic, employers are in distress,
36
37 and employees are insecure about the future of the projects. Indeed, many contractors have
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39 reduced the wages and others have not even paid existing employees/workers. With the future
40
41
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being uncertain, the workers are facing certain psychological issues and stress. This is affecting
43
44 their behaviour, meaning they are often irritable and angry due to the mental pressures they
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46 face on an everyday basis. They are often facing issues related to anxiety and nervousness due
47
48 to their uncertain future and inability to support their families arising due to a lack of income.
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51 Third among the main criteria is emotional exhaustion and disengagement (ED); the
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53 uncertainty related to jobs arising due to the pandemic has caused employees in the
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55 construction industry to disengage from their jobs. They have lost interest and often feel
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57
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58 emotionally exhausted and mentally tired even before starting work on a daily basis. Due to
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60 their mental state, the workers often become lethargic and sometimes feel more pressure while
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3 performing their routine tasks. Many of their co-workers have lost jobs due to constant
4
5
6 lockdowns and regulations of social distancing, meaning fewer workers have to perform extra
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8 tasks with overtime, which is adding to their woes and causing them to disengage from their
9
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10 work (Spurk and Straub, 2020).
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12
Among sub-category criteria, the fear of job loss (JI1) is the most prominent issue among
on
13
14
15 construction workers due to the pandemic’s aftermath. With many projects completely
16
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17 stagnating because of changes in market trends, lockdowns, and changes in the perception of
18
19
buyers, the workers are in constant fear that their jobs will be lost owing to the poor economic
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20
21
22 condition of the project companies (Sekhani, 2022). Next among the sub-criteria is insecurity
23
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24 of organisations’ economic survival (JI3); this is related to previous criteria only. In

on
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26 organisations, especially in the construction sector, survival has become an issue of concern.
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29 The purchasing power of customers has gone down drastically, and customers are avoiding any
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31 kind of extra spending. Employees are also concerned that with current poor incomes, their
32
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33 jobs might also cease to exist. Workload and salary (J7) is the next important sub-criteria, as
34
35
36
the construction sector is facing serious economic issues; many project sites are working with
37
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38 a smaller workforce in order to meet this economic crunch. The workers who are retained have
39
40 to work overtime. Thus, the workload of remaining employees has increased and these
41
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employees have to work on reduced wages in order to secure their jobs (Noopur, 2021;
43
44
Srivastava and Dey, 2020). Next is Unanticipated and Distressing Circumstances (PS1); with
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47 the constant fear of losing their jobs, higher workloads, and salary cuts, employees are often
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upset due to the situation arising out of the pandemic. They fear that something unexpected
50
51
52 like their sudden job loss might happen like other employees, and this has led to increasing
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54 mental stress (Spurk and Straub, 2020). The next important criterion is nervousness/anxiety
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56 (PS3); due to these unexpected events occurring in their surroundings, employees are under
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3 constant stress and suffer from anxiety even while performing their regular duties, thus
4
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6 deteriorating their performance in the workplace.
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9 5.2 Discussion on Strategies
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10
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12 This section examines the strategies and subsequently ranks the importance of each in
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14 overcoming the particular issue. For overcoming job insecurity-related issues among
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16 construction sector employees, the implementation of skill-based training strategy (ST1)
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17
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19
emerged as the most important strategy. Due to the pandemic and its aftermath, employees are
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21 worried about losing their jobs, as the construction sector employees undergo very limited
22
23 training throughout their carrier, so their skills might not be updated as per the current industry
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24
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25 requirements, thus rendering them jobless if they lose their current job due post the pandemic.
26
27
28 Thus, skill-based training based on competency mapping done by the employer is necessary to
29
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30 keep their skills updated and reduce their chance of job loss. Also, the Confederation of Real
31
32 Estate Developers’ Associations of India (CREDAI), Pune India chapter has embarked on
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35 many programs in order to train construction workers on site because it’s impractical for
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37 construction workers to leave their place of work in order to attend training workshops. The
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39 second important strategy is the encouragement for self-efficacy or self-empowerment strategy
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41
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(ST2); employees in the construction industry should not depend entirely upon their employer
43
44 for skill upgradation. The workers need to be self-empowered by undertaking online learning
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46 about the latest skills related to their job using free apps such as Ek Inch, ITI, and State and
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48 Central Govt sponsored skill-based training programmes, etc. This will help workers to secure
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50
51 their jobs in these turbulent and uncertain times.
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53 To overcome psychological stress-related issues, psychological/medical/insurance assistance
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55 strategies (ST5) emerged as the top strategy. Most large organisations have dedicated
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57
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58 psychologists for employees to help tackle their mental and emotional issues, psychological
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60 assistance by the employer will help employees to overcome stress due to the pandemic and
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3 feel less exhausted mentally and be more productive at work. However, the construction sector,
4
5
6 especially in developing countries, very rarely focuses on these issues; if the need arises,
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8 provision should be made for consultations with a psychologist through various NGOs. The
9
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10 pandemic has resulted in the deterioration of the mental health of many employees; these
11
12
strategies will help tackle this issue. The second most important strategy is the work and life
on
13
14
15 balance strategy (ST6); with many employees under stress due to uncertainties arising because
16
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17 of the pandemic, spending time and discussing issues with both family and employers could be
18
19
beneficial for overcoming psychological issues among employees.
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20
21
22 To overcome emotional exhaustion and disengagement-related issues, the work and life
23
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24 balance strategy (ST6) emerged as the most important one. As discussed, spending time with
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26 family and discussing issues with them will help the employee to overcome stress and focus
27
28
29 more on their job. It will help them in overcoming tiredness and being more engaged in their
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31 jobs. Other strategies, although not ranked in the top two, are also important, especially creating
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33 a learning organisation (ST3) and job crafting strategies (ST4), where employees are
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35
36
encouraged to upgrade their skills in roles that differ from that of their current job profile, thus
37
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38 making them more employable even in times of uncertainty such as those arising due to the
39
40 pandemic. The National Skill Development Corporation has worked extensively in every state
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in this regard.
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44
6. Implications
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48 6.1. Practical Implications
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51 The present study has worked on an exhaustive model of job insecurity, psychological stress,
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53 emotional exhaustion, and disengagement, thereby acting as a guiding mechanism for future
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55 studies. Stress has been identified as a fundamental precursor that is directly linked to other
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58 constructs in the present study. Management in the construction industry needs to take
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60 proactive steps in order to work on the major setbacks in innovative work performance. Firstly,
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3 various wellness programmes should be initiated, such as stress busters, mental health weeks,
4
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6 emergency leave provisions, counselling, etc.; these are wholly absent in the Indian
ng
7
8 subcontinent. These provisions are completely novel for the Indian construction sector and
9
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10 could prove to be beneficial. Managers should also be trained to identify the disengaged
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12
employees and, together, try to find the root cause and eventually help them overcome
on
13
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15 situations; if not, it often results in job burnout and turnover intentions. It is recognised that
16
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17 employees undergoing stress often isolate themselves and do not socialise, which only
18
19
aggravates the problems; hence training programmes can encourage the art of sharing and
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22 caring because many a time, just discussing the problems and somebody being receptive can
23
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24 solve half of the issues. Such employees can later be awarded monetarily or non-monetarily in
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25
26 order to encourage them to keep up their noble work. At the same time, organisations need to
27
28
29 create a work environment that is openly driven by skill enhancement, creating a learning
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31 environment where workers feel free to share achievements, failures, and stress during times
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33 of need. Managers can also work on developing self-efficacy, which is a self-regulatory

34
35
36
mechanism, thus helping in the internal as well as external locus of control. Self-efficacy is a
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38 major factor that influences emotional reactions, enhancing resilience, psychological well-
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40 being, and, ultimately, creative performances. Further, it is clear that job insecurity is a form
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of psychological breach of what an employee perceives and what is actually happening; hence,
43
44
social exchange can be one strategy to overcome it. Social exchanges will help employees to
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47 overcome negative job attitudes and stress symptoms, amongst others. Often, too many
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citizenship behaviours in employees are signs of deep insecurities; hence authorities should be
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52 vigilant in identifying the root cause of particular work behaviours. For the short term, such
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54 behaviour might seem beneficial as employees are hiding personal beliefs and trying to imbibe
55
56 institutional values, but the future can be negatively correlated.
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3 Next, the most important strategy for both employees and employers can be proactive coping,
4
5
6 i.e., being aware of the changing business scenario, thus being transparent and vocal about the
ng
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8 uncertainties. Employers can engage in networking and job placements, thus helping minimise
9
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10 job insecurities and further health hazards. The COVID-19 pandemic has created immense
11
12
panic among the masses, and sectors have had a nil or negative growth rate; it seems that job
on
13
14
15 insecurity has become a natural phenomenon. At this juncture, it is necessary that coaching and
16
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17 mentoring occupy the front seat. These will enhance self-esteem, thus encouraging employees
18
19
to foresee the future and plan accordingly without hampering their mental or physical health.
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20
21
22 Employers can also work upon competing strategies by identifying innovative ways of
23
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24 employee competency development because it is the workers who bring a competitive

on
25
26 advantage to the construction industry. This can be achieved through workshops and online
27
28
29 training modules that are cost-effective and, at the same time, will engage workers, helping
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30
31 them work on experiential exercises. Thus, it can be said that a scientific and balanced action
32
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33 plan, with good intent, will never lead workers toward the psychological or emotional drain. It
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36
will, in turn, create a happy workplace even in uncertain business times.
37
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39
Further, this study also has societal, commercial, and economic impacts. It discusses the stress
40
41 factor for the employee, although this factor is also important for the public. Governments and
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43 policymakers should focus on controlling these factors for societal development. In addition,
44
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according to some studies, stress factors are also related to employee performance. If the stress
46
47
48 factor is controlled, the employees' efficiency and work performance also increase. This further
49
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50 helps in increasing the production and operational efficiency in any organisation and helps
51
52 create sustainable opportunities. For example, a stress-free employee works more efficiently
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55 than one who works in a stressful environment. This ultimately helps in more high-quality
56
57 production, which eventually leads to sustainable economic development.
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3 6.2. Theoretical Implications
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The research also has several theoretical contributions. First, the study focuses on identifying
7
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9 the stressors hindering performance in the Indian construction industry, which has been ignored
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11 in the existing literature. Second, theoretically, this research broadens the behavioural science
12
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13 literature by identifying several new stressors that are unique in this literature. Third, the
14
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research aims to show how a combined mixed methodology (i.e., case study and multi-criteria
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18 decision modelling techniques such as BWM) helps to find the importance of the stress factor
19
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20 in pandemic situations. In this study, qualitative feedback from experts was used in the
21
22
decision-making model. This methodology is therefore unique and important for behavioural
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research.
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28 7. Conclusion and Future Research scope
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31 7.1 Conclusion
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34 The present study has tried to gauge a highly relevant problem with respect to a sector that is
35
36 one of the largest contributors to the Indian GDP i.e. the Indian Construction Industry. The
37
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38 findings contribute to the limited investigation of job insecurity, psychological stress, and
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40
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emotional disengagement in the Indian construction industry during the COVID-19 pandemic.
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43 The study has tried to identify factors for each of the constructs and has also attempted to rank
44
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45 the best and the worst based on expert analysis. The study then put forth strategies in order to
46
47
cope with job insecurity, psychological stress, and emotional disengagement among
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50 employees. The study has been a cross-sectional examination and is a novel approach to
51
52 identifying as well as ranking the factors under study. Eighteen psychological factors were
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54 identified and validated after both an extensive literature review and input from experts from
55
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57 the Indian construction industry during the COVID-19 pandemic. The findings show that “job
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59 insecurity,” “psychological stress,” and “emotional exhaustion and disengagement” are the top
60
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3 psychological stressors. The “fear of job loss,” “insecurity of organisations’ economic
4
5
6 survival,” and “workload and salary” are the most important psychological enablers. The
ng
7
8 findings significantly help construction industry managers and practitioners with the
9
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10 identification of stressors and their subsequent attempts to reduce this. The present study can
11
12
act as a guiding mechanism and is a call for future research to identify other factors that govern
on
13
14
15 the working of the Indian construction industry.
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18 7.2 Scope of Future Work
19
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21 This research like others have certain limitations since one of the objectives was to devise and
22
23 analyse the strategies for overcoming the issues faced by construction sector employees due to
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24
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25 pandemic. This research relied on the opinion of experts (managers/owners of Govt as well as
26
27
28 Private Project sites) in this case. Future studies can use statistical techniques like structural
29
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30 equation modelling to compare and statistically validate the results. Future studies can also
31
32 adopt a longitudinal study in order to know the long-term impacts of the construct if any. The
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35 current study is based on three main criteria and eighteen sub-criteria for analysis of issues
36
37 faced by construction sector employees due to the pandemic. Future studies can explore more
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39 criteria for the analysis. Further studies can also focus on the analysis of interdependence
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41
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relationships among various factors using techniques like DEMATEL techniques.
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44
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32 Main Criteria Sub Criteria Description Supporting
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34 Literature
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36 Fear of job loss (JI1) It refers to the fear of losing Witte, 1999; O'Neill
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39 current job by the employees and Sevastos, 2013;
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41 due to uncertain situations Vander Elst et al.,
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50 prospects (JI2) workers with respect to getting 2017; Akgunduz and

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55 situation of calamities and Bouzari and
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3 Insecurity of It refers to fear of losing jobs Cheung et al., 2019;
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10 (JI3) organisation owing to et al., 2019; Ruiz-
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pandemics and natural Palomino et al.,
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15 calamities. The employees fear 2019; Brondino et
16
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see organisations fighting hard Darvishmotevali and
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22 for survival Ali, 2020; Karatepe
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(JI4) different supervisor in future
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29 due to pandemics and natural
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31 calamities
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34
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36 conditions (JI5) regarding the career
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55
56
Work load and salary This refers to fear that
57
na
58
59 (J7) employee work load will
60
ge
36
me
ne
1
2
eri
3 increase and salary might
4
5
6 decrease due to layoff in the
ng
7
8 time of pandemics and natural
9
,C
10 calamities
11
12
Unanticipated and This refers to employee being
on
13
14
15 Distressing upset due to unexpected events
16
str
17 Circumstances (PS1) at workplace mainly caused by Cohen et al., 1994;

18
19
pandemics and natural Chia and Chu, 2016;
uc
20
21
22 calamities Ingram et al., 2016;
23
ti
24 Loss of control (PS2) This refers to a feeling among Nielsen et al., 2016;
on
25
26
employee that he has lost Koc and Bozkurt,
27
28
29 control of important things in 2017; Cheng and Yi,
an
30
31 life due to pandemics and 2018; Denovan et al.,
32 Psychological
dA
33 natural calamities 2019; Goswami and

34
35
Stress (PS)
36 Nervousness/Anxiety This refers to nervousness and DSilva,
37
rch
38 (PS3) stress felt by the employees 2019;Hammond et

39
40 while discharging their duties al., 2019; Sandrin et
41
ite
42
43 due to pandemics and natural al., 2019; Shaiful
44
ctu
45 calamities Kahar and Wee,

46
47 Lack of confidence This refers to lack of 2020; Yousaf et al.,
48
49
ral
50
(PS4) confidence among employees 2020
51
52 to handle the tasks assigned to
53
Ma
54 them
55
56
57
na
58
59
60
ge
37
me
ne
1
2
eri
3 Inability to cope This refers to lack of ability to
4
5
6 pressure (PS5) cope pressure due to piling
ng
7
8 work and poor mental health
9
,C
10 Irritable behaviour This refers to continuous
11
12
(PS6) irritations and anger among
on
13
14
15 employee due to inability to
16
str
17 control things because of

18
19
uncertainties prevailing
uc
20
21
22 Mental tiredness This refers to the mental state, Schaufeli et al.,
23
ti
24 (ED1) where employee feels tired 1996; Demerouti et

on
25
26
even before arriving for the al., 2003; Kim et al.,
27
28
29 work 2007; Chen and Kao,
an
30
31 Lack of interest/ This refers to employee losing 2012; Karatepe and
32
dA
33
Disengagement interest in the tasks assigned to Ehsani, 2012; Lin et
34
35
36 Emotional (ED2) him because of uncertainties al., 2014; Reis et al.,
37
rch
38 Exhaustion and from pandemics 2015; Salem, 2015;

39
40 Disengagement Mental drain (ED3) This refers to mental state, Lu and Gursoy,
41
ite
42
43 (ED) where the employee feels 2016; Tuithof et al.,
44
ctu
45 emotionally drained after 2017; Westwood et

46
47 completing one task al., 2017; Cheng and
48
49
ral
50 Overburden and The employee always feel Yi, 2018; Asensio-

51
52 pressure (ED4) more pressure in completing Martínez et al., 2019;
53
Ma
54 the job assigned to him and feel Choi et al., 2019;

55
56
weary after completion of task Hammond et al.,
57
na
58
59
60
ge
38
me
ne
1
2
eri
3 Lethargy (ED5) The employee feels less 2019; Yang and Lau,
4
5
6 energised to perform tasks and 2019; Srivastava and
ng
7
8 doesn’t have much energy left Dey, 2020; Luu,
9
,C
10 to enjoy leisure activities after Rowley and Vo,
11
12
completing the task because of 2019
on
13
14
15 uncertainties prevailing
16
str
17
18
19
uc
20
21
22
23
ti
24
on
25
26
27
28
29
Table 2 Strategies to overcome Stress Barriers
an
30
31
32
Strategies Description
dA
33
34
35
Implementation of Skill Based This strategy is very crucial since its seen that staff of this
36
37 Training strategy (ST1) sector rarely undergoes any formal training hence they are
rch
38
39 very raw and gain experience over the years which may lead
40
41
ite
to unproductive work behaviour in the initial days. Hence,

42
43
44 competency mapping and training for the same becomes
ctu
45
46 essential in order to keep their skills intact.
47
48
49 Encouragement for Self-Efficacy The workers can be encouraged to attend
ral
50
51 or Self-Empowerment strategy courses/training/workshops being provided by Govt
52
53
Ma
54 (ST2) agencies free of cost , NGOs such as safety training, skill

55
56 based training, ITI etc, in order to enable workers to feel
57
na
58
59
60
ge
39
me
ne
1
2
eri
3 empowered and look for adjacent opportunities during
4
5
6 uncertain times.
ng
7
8
9
,C
10 Creating a Learning organisation Employers should enable an environment which is capable
11
12
strategy (ST3) of knowledge management i.e. knowledge acquisition,
on
13
14
15 sharing and implementation. The change in organisation
16
str
17 climate helps in building self-confidence, motivation hence

18
19
employees foresee a caring approach which keeps them
uc
20
21
22 away from burnout and psychological distress.
23
ti
24
Job Crafting strategies (ST4) The construction sector quite often witnesses monotony in
on
25
26
27 job delegation which often leads to dissatisfaction and
28
29
an
inefficiency. Hence, it becomes essential to give them

30
31
32 training to change job roles and add standardisation and
dA
33
34 innovation to their work delegation.
35
36
37 Psychological/Medical/Insurance Rarely, it is seen that the construction workforce in India
rch
38
39 Assistance strategies (ST5) considers or guarantees insurance, medical benefits,
40
41
ite
42
psychological wellbeing from there contractors. Its available
43
44 in case they get registered under the State Govt Building and
ctu
45
46 Other Construction Workers' Welfare Board at a nominal
47
48
fees. Hence, employers can create a coaching, mentoring at
49
ral
50
51 regular intervals wherein workers can discuss their issues at
52
53 particular time periods; if aggravated can be channelised
Ma
54
55 towards the right agencies. This becomes very important
56
57
na
58 with the rising rate of suicides and psychological stress

59
60
ge
40
me
ne
1
2
eri
3 which ultimately hampers the overall functioning of an
4
5
6 entity.
ng
7
8
9 Work and Life Balance strategy Although an old concept but remains a relevant one in
,C
10
11 (ST6) today’s distress and difficult time. Employers should
12
on
13 constantly interact with all their workers irrespective of their
14
15
16 work profile. Open and truthful interactions, helping them
str
17
18 understand the present situation, briefing them with the
19
uc
20 importance of quiting bad habits like smoking and drinking;

21
22
23
also making them understand the importance of frugal
ti
24
spending and saving money. At the end assuring them if
on
25
26
27 required in the worst situation, the employer will help them
28
29
an
find jobs in the best possible way.

30
31
32
Table 3 Pairwise comparison for Main category criteria
dA
33
34
35 Best to Others for Ten Respondents
36
37
rch
38 Others to Worst for Ten Respondents

39
40
41 Managers Best Criterion JI PS ED
ite
42
43
44 Manager 1 JI 1 8 4
ctu
45
46 Manager 2 PS 3 1 9
47
49
ral
50
52
Ma
54
55
Manager 6 PS 3 1 9
56
57
na
58 Manager 7 ED 4 9 1
59
60
ge
41
me
ne
1
2
eri
4
5
ng
7
9
,C
10
11
12
on
13
Mana Man Man Man Man Man Man Man Man Man Man
14
15
16 gers ager ager ager ager ager ager ager ager ager ager
str
17
18 1 2 3 4 5 6 7 8 9 10
19
uc
20 Worst PS ED JI ED ED ED PS PS ED PS
21
22
23 Criter
ti
24
ion
on
25
26
27
28
29
an
30 JI 8 4 1 9 8 5 3 9 9 8
31
32 PS 1 8 9 4 2 9 1 1 5 1
dA
33
34 ED 3 1 2 1 1 1 9 2 1 2
35
36
37 Table 4: Criteria Weights and Rankings
rch
38
39
40
Main
41
ite
42 Main Criteria Sub Criteria Global

43
44 Criteria Weights Sub Criteria Weights Weights Ranking
ctu
45
46 JI1 0.256 0.133 1
47
48 JI2 0.107 0.056 8
49
ral
50 JI3 0.228 0.118 2

51
52 JI 0.519 JI4 0.053 0.028 14
53
Ma
54
55
JI5 0.099 0.051 9
56
57 JI6 0.068 0.035 11
na
58
59 JI7 0.188 0.098 3
60
ge
42
me
ne
1
2
eri
3 PS1 0.311 0.096 4
4
5
PS2 0.190 0.059 6
6
ng
7
8 PS3 0.261 0.081 5
9 PS 0.309
,C
10 PS4 0.083 0.026 15
11
12 PS5 0.092 0.029 13
on
13
14 PS6 0.062 0.019 17
15
16 ED1 0.279 0.048 10
str
17
18 ED2 0.326 0.056 7
19
uc
20
ED 0.172 ED3 0.197 0.034 12
21
22
23 ED4 0.119 0.020 16
ti
24
ED5 0.079 0.014 18
on
25
26
27
28
29
an
30
31
32
dA
33 Table 5: Ranks of Strategies

34
35
36 Job Insecurity Psychological Stress Emotional Exhaustion
37
rch
38 Strategies Criteria Criteria and Disengagement

39
40
41
Criteria
ite
42
43 𝑽𝒊 Rank 𝑽𝒊 Rank 𝑽𝒊 Rank
44
ctu
45 SR1 0.097 1 0.053 3 0.039 6

46
47
48 SR2 0.090 2 0.052 4 0.047 4
49
ral
50 SR3 0.085 4 0.046 5 0.042 5

51
52 SR4 0.088 3 0.043 6 0.050 3
53
Ma
54
55 SR5 0.076 6 0.060 1 0.052 2
56
57 SR6 0.083 5 0.055 2 0.059 1
na
58
59
60
ge
43
me
ne
1
2
eri
3
4
5
6
ng
7
8
9
,C
10
11
12
on
13
14
15
16
str
17
18
19
uc
20
21
22
23
ti
24
on
25
26
27
28
29
an
30
31
32
dA
33
34
35
36
37
rch
38
39
40
41
ite
42
43
44
ctu
45
46
47
48
49
ral
50
51
52
53
Ma
54
55
56
57
na
58
59
60
ge
44
me
ne
1
2
eri
3 To,
4
5
6 The Respected Editor In Chief
ng
7
8 I am highly obliged that the reviewers have taken out of his/her valuable time in order to review
9
,C
10 my research paper and put forth their expert insights. The reviewer’s positive appreciation in
11
12 sections after the first and second revision is highly motivating.
on
13
14 The authors have tried to incorporate changes as highlighted by the second reviewer to the best
15
16 of their capacities, further the queries have been addressed below as well as in the manuscript
str
17
highlighted in red.
18
19
Comment by Reviewer 2:
uc
20
21
22 1. Check the discussion on strategies page 16 if results obtained from the analysis is not a
23
ti
24 replica of literature review presented in table 2.

on
25
26 Authors Response: Section 5.2 Discussion on Strategies has been rewritten in alignment
27 with the literature review which is highlighted in red.
28
29 Section 5.2. Examines the strategies and subsequently ranks the importance of each in
an
30
31 overcoming the particular issue. For overcoming job insecurity-related issues among
32
construction sector employees, the implementation of skill-based training strategy
dA
33
34 (ST1) emerged as the most important strategy. Due to the pandemic and its aftermath,
35
36 employees are worried about losing their jobs, as the construction sector employees
37
rch
38 undergo very limited training throughout their carrier, so their skills might not be
39
updated as per the current industry requirements, thus rendering them jobless if they
40
41 lose their current job due post the pandemic. Thus, skill-based training based on
ite
42
43 competency mapping done by the employer is necessary to keep their skills updated
44
and reduce their chance of job loss. Also, the Confederation of Real Estate Developers’
ctu
45
46 Associations of India (CREDAI), Pune India chapter has embarked on many programs
47
48 in order to train construction workers on site because it’s impractical for construction
49
ral
50 workers to leave their place of work in order to attend training workshops. The second
51
52
important strategy is the encouragement for self-efficacy or self-empowerment strategy
53
Ma
(ST2); employees in the construction industry should not depend entirely upon their
54
55 employer for skill upgradation. The workers need to be self-empowered by undertaking
56
57 online learning about the latest skills related to their job using free apps such as Ek
na
58
Inch, ITI, and State and Central Govt sponsored skill-based training programmes, etc.
59
60 This will help workers to secure their jobs in these turbulent and uncertain times.
ge
me
ne
1
2
eri
3 To overcome psychological stress-related issues, psychological/medical/insurance
4
5 assistance strategies (ST5) emerged as the top strategy. Most large organisations have
6
ng
7 dedicated psychologists for employees to help tackle their mental and emotional issues,
8
9
psychological assistance by the employer will help employees to overcome stress due
,C
10 to the pandemic and feel less exhausted mentally and be more productive at work.
11
12 However, the construction sector, especially in developing countries, very rarely
on
13
14 focuses on these issues; if the need arises, provision should be made for consultations
15
with a psychologist through various NGOs. The pandemic has resulted in the
16
str
17 deterioration of the mental health of many employees; these strategies will help tackle
18
19 this issue. The second most important strategy is the work and life balance strategy
uc
20
21 (ST6); with many employees under stress due to uncertainties arising because of the
22 pandemic, spending time and discussing issues with both family and employers could
23
ti
24 be beneficial for overcoming psychological issues among employees.

on
25
26 To overcome emotional exhaustion and disengagement-related issues, the work and life
27
28
balance strategy (ST6) emerged as the most important one. As discussed, spending time
29 with family and discussing issues with them will help the employee to overcome stress
an
30
31 and focus more on their job. It will help them in overcoming tiredness and being more
32
dA
33 engaged in their jobs. Other strategies, although not ranked in the top two, are also
34
important, especially creating a learning organisation (ST3) and job crafting strategies
35
36 (ST4), where employees are encouraged to upgrade their skills in roles that differ from
37
rch
38 that of their current job profile, thus making them more employable even in times of
39
40 uncertainty such as those arising due to the pandemic. The National Skill Development
41 Corporation has worked extensively in every state in this regard.
ite
42
43 2. Results: Are results presented clearly and analysed appropriately? Do the conclusions
44
adequately tie together the other elements of the paper? The results are well presented.
ctu
45
46
However, the conclusion looks to be gas work.
47
48 Authors Response: The present study has tried to gauge a highly relevant problem with
49
ral
50 respect to a sector that is one of the largest contributors to the Indian GDP i.e. the Indian
51
52 Construction Industry. The findings contribute to the limited investigation of job
53
Ma
insecurity, psychological stress, and emotional disengagement in the Indian

54
55 construction industry during the COVID-19 pandemic. The study has tried to identify
56
57 factors for each of the constructs and has also attempted to rank the best and the worst
na
58
59
based on expert analysis. The study then put forth strategies in order to cope with job
60 insecurity, psychological stress, and emotional disengagement among employees. The
ge
me
ne
1
2
eri
3 study has been a cross-sectional examination and is a novel approach to identifying as
4
5 well as ranking the factors under study. Eighteen psychological factors were identified
6
ng
7 and validated after both an extensive literature review and input from experts from the
8
9
Indian construction industry during the COVID-19 pandemic. The findings show that
,C
10 “job insecurity,” “psychological stress,” and “emotional exhaustion and
11
12 disengagement” are the top psychological stressors. The “fear of job loss,” “insecurity
on
13
14 of organisations’ economic survival,” and “workload and salary” are the most important
15
psychological enablers. The findings significantly help construction industry managers
16
str
17 and practitioners with the identification of stressors and their subsequent attempts to
18
19 reduce this. The present study can act as a guiding mechanism and is a call for future
uc
20
21 research to identify other factors that govern the working of the Indian construction
22 industry.
23
ti
24
on
25
26
27
28
29
an
30
31
32
dA
33
34
35
36
37
rch
38
39
40
41
ite
42
43
44
ctu
45
46
47
48
49
ral
50
51
52
53
Ma
54
55
56
57
na
58
59
60
ge
me
ne
1
2
eri
3 Table 1 Criteria and sub-criteria for socio-economic impact of pandemics
4
5 Main Criteria Sub Criteria Description Supporting
6
ng
Literature
7
8 Fear of job loss (JI1)It refers to the fear of losing
9 current job by the employees
,C
10 due to uncertain situations
11 caused by pandemics and
12 natural calamities
on
13
Fear of future job It refers to insecurity among
14
15 prospects (JI2) workers with respect to getting
16 employment in future in
str
17 situation of calamities and

18 pandemics
19 Witte, 1999; O'Neill
Insecurity of It refers to fear of losing jobs
and Sevastos, 2013;
uc
20 Organizations among employees due to poor

21 Vander Elst et al.,
22
Economic survival economic condition of the
2014;
23 (JI3) organization owing to
ti
Darvishmotevali et
24 pandemics and natural
al., 2017; Shoss,
calamities. The employees fear
on
25
26 2017; Akgunduz and
about their future when they
27 Eryilmaz, 2018;
see organizations fighting hard
28 Bouzari and
for survival
29 Job Insecurity Karatepe, 2018;
an
30 Social relationships This refers to fear of getting

(JI) Cheung et al., 2019;
31 (JI4) different supervisor in future
Etehadi and
Karatepe, 2019; Klug
dA
33 calamities
34 et al., 2019; Ruiz-
Employment This refers to uncertain future
35 Palomino et al.,
conditions (JI5) regarding the career
36 2019; Brondino et
37
management prospects in the
al., 2020;
rch
38 organization due to pandemics

Darvishmotevali and
39 and natural calamities
Ali, 2020; Karatepe
40 Job content and This refers to uncertainty of et al., 2020
41 working conditions work environment provided by
ite
42 (JI6) employer and also fear that job

43
44
will become less interesting in
future
ctu
45
46 Work load and salary This refers to fear that
47 (J7) employee work load will
48 increase and salary might
49
ral
decrease due to layoff in the

50
time of pandemics and natural
51
52 calamities
53 Unanticipated and This refers to employee being Cohen et al., 1994;
Ma
54 Distressing upset due to unexpected events Chia and Chu, 2016;

55 Circumstances (PS1) at workplace mainly caused by Ingram et al., 2016;
56 Psychological
pandemics and natural Nielsen et al., 2016;
57 Stress (PS)
calamities Koc and Bozkurt,
na
58
59 Loss of control (PS2) This refers to a feeling among 2017; Cheng and Yi,
60 employee that he has lost 2018; Denovan et al.,
ge
me
ne
1
2
eri
3 control of important things in 2019; Hammond et
4
5
life due to pandemics and al., 2019; Sandrin et
6 natural calamities al., 2019; Shaiful
ng
7 Nervousness/Anxiety This refers to nervousness and Kahar and Wee,
8 (PS3) stress felt by the employees 2020; Yousaf et al.,
9 while discharging their duties 2020
,C
11
12
calamities
Lack of confidence This refers to lack of
on
13
14 (PS4) confidence among employees
15 to handle the tasks assigned to
16 them
str
17 Inability to cope This refers to lack of ability to

18
pressure (PS5) cope pressure due to piling
19
work and poor mental health
uc
20
21 Irritable behaviour This refers to continuous
22 (PS6) irritations and anger among
23 employee due to inability to
ti
24 control things because of

on
25
uncertainties prevailing
26
27 Mental tiredness This refers to the mental state,
28 (ED1) where employee feels tired
even before arriving for the Schaufeli et al.,
29
an
30 work 1996; Demerouti et

31 al., 2003; Kim et al.,
Lack of interest/ This refers to employee losing
32 2007; Chen and Kao,
Disengagement interest in the tasks assigned to
dA
33 2012; Karatepe and

34
(ED2) him because of uncertainties
Ehsani, 2012; Lin et
35 from pandemics
al., 2014; Reis et al.,
36 Mental drain (ED3) This refers to mental state,
2015; Salem, 2015;
37 Emotional where the employee feels
rch
38 Lu and Gursoy,
Exhaustion and emotionally drained after
39 2016; Tuithof et al.,
Disengagement completing one task
40 2017; Westwood et
(ED) Overburden and The employee always feel
41 al., 2017; Cheng and
ite
42 pressure (ED4) more pressure in completing

Yi, 2018; Asensio-
43 the job assigned to him and feel
Martínez et al., 2019;
44 weary after completion of task
Choi et al., 2019;
ctu
45 Lethargy (ED5) The employee feels less

46 Hammond et al.,
energized to perform tasks and 2019; Yang and Lau,
47
doesn’t have much energy left 2019; Srivastava and
48
49 to enjoy leisure activities after Dey, 2020
ral
50 completing the task because of

51 uncertainties prevailing
52
53
Ma
54 Table 2 Strategies to overcome Stress Barriers

55
56
Strategies Description
57
na
58 Implementation of Skill Based This strategy is very crucial since its seen that staff of this
59
Training strategy (ST1) sector rarely undergoes any formal training for the business
60
ge
me
ne
1
2
eri
3 operations hence they are very raw and gain experience over
4
5
the years which may lead to bad customer experiences.
6 Hence, competency mapping and training for the same
ng
7 becomes essential in order to keep their skills afresh.
8
9 Encouragement for Self-Efficacy The staff can be encouraged to attend courses such as
,C
10 or Self-Empowerment strategy communication, cutlery etiquettes, different cuisine
11 (ST2) preparation, language learning, cross-cultural training etc.
12 which are relevant, free and online; thus no cost for the
on
13 company at the same time enabling employees to feel
14
empowered and look for adjacent opportunities during
15
16 uncertain times.
str
17
Creating a Learning organization Employers should enable an environment which is capable
18
19 strategy (ST3) of knowledge management i.e. knowledge acquisition,
sharing and implementation. The change in organization
uc
20
21 climate helps in building self-confidence, motivation hence
22 employees foresee a caring approach which keeps them
23
ti
away from burnout and psychological distress.

24
on
25 Job Crafting strategies (ST4) The hospitality industry quite often witnesses monotony in
26 job delegation which often leads to dissatisfaction and
27 inefficiency in customer service. Hence, it becomes essential
28
29
to give them autonomy to change job roles and customize it
an
30 to the best of their capabilities.

31
32
Psychological/Medical/Insurance Rarely, it is seen that the hospitality industry in India
dA
33 Assistance strategies (ST5) considers or guarantees insurance, medical benefits,

34 psychological wellbeing for its staff. Hence, employers can
35 create a coaching, mentoring or buddy system wherein
36 subordinates can discuss their issues at particular time
37
rch
periods; if aggravated can be channelized with towards

38
experts. This becomes very important with the rising rate of
39
40 suicides and psychological stress which ultimately hampers
41 the overall functioning of an entity.
ite
42
43 Work and Life Balance strategy Although an old concept but remains a relevant one in
44 (ST6) today’s distress and difficult time. Employers should
ctu
45 constantly interact with all their employees irrespective of

46 their ranks. Open and truthful interactions, helping them
47 understand the present situation, briefing them with the
48 importance of spending time with family; also making them
49
ral
50
understand the importance of frugal spending and saving
51 money. At the end assuring them if required in the worst
52 situation, the employer will help them find jobs to the best
53 possible way.
Ma
54
55
56
57
na
58
59
60
ge
me
ne
1
2
eri
3 Table 3 Pairwise comparison for Main category criteria
4
5 Best to Others for 10 respondents
6
ng
7 Others to Worst for 10 respondents
8
9 Managers Best Criterion JI PS ED
,C
10
12
on
13
15
str
17
19
uc
21
22
23
Manager 6 PS 3 1 9
ti
24
Manager 7 ED 4 9 1
on
25
26
28
an
30
31
Manager 10 JI 1 8 6
32
dA
33
34
35
36 Mana Man Man Man Man Man Man Man Man Man Man
37 gers ager ager ager ager ager ager ager ager ager ager
rch
38 1 2 3 4 5 6 7 8 9 10
39 Worst PS ED JI ED ED ED PS PS ED PS
40 Criter
41
ion
ite
42
43
44 JI 8 4 1 9 8 5 3 9 9 8
ctu
45 PS 1 8 9 4 2 9 1 1 5 1
46 ED 3 1 2 1 1 1 9 2 1 2
47
48
49
ral
Table 4 Criteria weights and ranking

50
51 Main
52 Main Criteria Sub Criteria Global
53 Criteria Weights Sub Criteria Weights Weights Ranking
Ma
54 JI1 0.256 0.133 1

55
JI2 0.107 0.056 8
56
57 JI3 0.228 0.118 2
JI 0.519
na
58 JI4 0.053 0.028 14

59 JI5 0.099 0.051 9
60 JI6 0.068 0.035 11
ge
me
ne
1
2
eri
3 JI7 0.188 0.098 3
4
PS1 0.311 0.096 4
5
6 PS2 0.190 0.059 6
ng
7 PS3 0.261 0.081 5
PS 0.309
8 PS4 0.083 0.026 15
9 PS5 0.092 0.029 13
,C
10 PS6 0.062 0.019 17
11
ED1 0.279 0.048 10
12
ED2 0.326 0.056 7
on
13
14 ED 0.172 ED3 0.197 0.034 12
15 ED4 0.119 0.020 16
16 ED5 0.079 0.014 18
str
17
18
19 Table 5 Ranks of strategies
uc
20
21
22
Job Insecurity Psychological Stress Emotional Exhaustion
23 Strategies Criteria Criteria and Disengagement
ti
24 Criteria
on
25 𝑽𝒊 Rank 𝑽𝒊 Rank 𝑽𝒊 Rank

26
27 SR1 0.097 1 0.053 3 0.039 6
28
29 SR2 0.090 2 0.052 4 0.047 4
an
30 SR3 0.085 4 0.046 5 0.042 5

31
32 SR4 0.088 3 0.043 6 0.050 3
dA
33
34 SR5 0.076 6 0.060 1 0.052 2
35
36 SR6 0.083 5 0.055 2 0.059 1
37
rch
38
39
40
41
ite
42
43
44
ctu
45
46
47
48
49
ral
50
51
52
53
Ma
54
55
56
57
na
58
59
60
ge
me

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Engineering, Construction and Architectural Management

Identifying the Stressors hindering Performance in the

Journal: Engineering, Construction and Architectural Management

Manuscript Type: Original Article

Keywords: Construction, Management, Process

least, on the format.

50 Format: British English

25 insecurity, psychological stress and emotional exhaustion/disengagement.

30 dilapidated situation of employees in the construction industry.

emotional exhaustion/disengagement factors in the Indian construction industry context. Its

42 psychological factors, such as job insecurity, psychological stress, and emotional

30 2.1 Job Insecurity

17 work-leisure conflicts. Job-related stress causes considerable burnout and emotional

50 Step 3: A measurement scale ranging in-between 1 to 9 were given to project managers

50 𝑤𝑗≥ 0, for all 𝑗. (2)

42 4. Case Analysis and Results

45 4.1 Information about Experts and Case Organisations

25 …Table 1 Criteria and Sub-Criteria for Socio-Economic impact from Pandemics……

24 of organisations’ economic survival (JI3); this is related to previous criteria only. In

33 of need. Managers can also work on developing self-efficacy, which is a self-regulatory

24 employee competency development because it is the workers who bring a competitive

54 pp. 1-19. Academic Press.

33 occupational rewards. Journal of Construction Engineering and Management, 145(7),

success among construction professionals: The moderating role of affective

38 turnover intentions", Asian Business & Management, pp. 1-24.

mediation analysis", Journal of Hospitality Marketing & Management, Vol. 28 No. 3,

environmental health, Vol. 83 No. 5, pp. 511-520.

24 BWM and Fuzzy TOPSIS. Journal of environmental management, 226, 201-216.

42 of perfectionism, burnout, and job satisfaction among the millennial service

54 education, Vol. 17 No. 1, pp. 4.

38 behaviors", International Journal of Hospitality Management, Vol. 87, pp. 102472.

construction employees' psychological behaviors. IEEE Transactions on Engineering

33 Production Planning & Control.

burnout", Tourism Management, Vol. 45, pp. 244-252.

24 approach to assess the schedule delays and risks in Indian construction

54 outcomes: the mediating role of job embeddedness", Journal of Management

54 examination of employee resilience in the face of job insecurity. Journal of

24 Journal of Organizational Analysis.

50 coworkers: Burnout of frontline employees”, International Journal of Hospitality

58 using an extension of best-worst method based on democratic-autocratic decision-

50 prospects (JI2) workers with respect to getting 2017; Akgunduz and

17 about their future when they al., 2020;

24 Social relationships This refers to fear of getting et al., 2020

33 Employment This refers to uncertain future

38 management prospects in the

45 Job content and This refers to uncertainty of

17 Circumstances (PS1) at workplace mainly caused by Cohen et al., 1994;

33 natural calamities 2019; Goswami and

38 (PS3) stress felt by the employees 2019;Hammond et

45 calamities Kahar and Wee,

17 control things because of

24 (ED1) where employee feels tired 1996; Demerouti et

38 Exhaustion and from pandemics 2015; Salem, 2015;

45 emotionally drained after 2017; Westwood et

50 Overburden and The employee always feel Yi, 2018; Asensio-

54 the job assigned to him and feel Choi et al., 2019;

to unproductive work behaviour in the initial days. Hence,

54 (ST2) agencies free of cost , NGOs such as safety training, skill

17 climate helps in building self-confidence, motivation hence

inefficiency. Hence, it becomes essential to give them

58 with the rising rate of suicides and psychological stress

20 importance of quiting bad habits like smoking and drinking;

find jobs in the best possible way.