Managing boundaries for well-being: a study of work-nonwork balance crafting during the COVID-19 pandemic

In the wake of the COVID-19 pandemic, the boundaries between the work and nonwork domain have rapidly blurred, presenting employees with new challenges and potentially heightening interference of the work with the nonwork domain (work-home interference, WHI) and vice versa (home-work interference, HWI). To counteract these interferences, employees can apply work-nonwork balance crafting (WNBC), referring to proactive efforts for balancing both life domains by targeting the permeability of the boundary between them. Employees may focus their crafting on the boundary toward the work domain (WNBC-work) or the non-work domain (WNBC-nonwork), e.g., shielding each domain from negative spillover from the other. This study aims to investigate the longitudinal associations of WNBC with health outcomes during the COVID-19 pandemic. We hypothesized that individuals who exhibited more such crafting behaviors at the onset of the pandemic would experience higher mental well-being and work engagement at later points in the COVID-19 pandemic, mediated by lower WHI and HWI. We surveyed N = 2,171 German-speaking employees from Germany, Austria, and Switzerland at three time points during 2020. Structural equation model results indicate that only WNBC-work is longitudinally negatively associated with reduced HWI and positively associated with mental well-being and work engagement. Further, in our sample, only HWI is longitudinally associated with lower mental well-being. No indirect effect reaches significance. Our results underline the importance of WNBC in the work domain in the early phases of the COVID-19 pandemic. Future research should explore the nature of the direct links between WNBC and mental well-being and work engagement and consider alternative mediating processes, such as gain spirals. Lastly, our study underscores that supporting employees in crafting boundaries for well-being can be crucial, particularly during times of crisis.