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Working remotely in a COVID-19-induced lockdown has been challenging for both organisations and their employees; studies report that job demands changed, and teleworkers experienced increased burnout. This paper explores the negative employee outcomes that this work arrangement brings along and offers possible solutions to counter such negative outcomes since they could be detrimental to the much-touted future of work.

The study adopted a time-lagged longitudinal design and collected two-waved data from 403 quaternary sector employees. The data were analysed using structural equation modelling and model-21 in PROCESS macro for SPSS.

Findings affirm that employees experienced increased job demands during this crisis. Employees reported an increase in turnover intention because of burnout caused by increased job demands. However, increased task interdependence alone did not have any effect on turnover intention. The perceived organisational task support (POTS) was found to forestall the negative effect of job demands on burnout, and employee resilience (ER) buffered the burnout and turnover intention relationship.

Providing remote work task support and boosting resilience among employees will help in doing away with the negative effects of teleworking. However, managers shall prioritise reducing job demands for teleworkers.

The linkage between work factors and turnover intention is well established. Drawing on the event system theory and using the COVID-19 context, the present study added to the existing knowledge by studying the role of job demands (workload pressure and task interdependence) on turnover intention through the mediation of burnout. The study goes beyond the existing literature by accounting for POTS as a first-level moderator between job demands and burnout relationship, and ER as a second-level moderator between burnout and turnover intention relationship.

This study aims to develop an experimentally validated three-dimensional numerical model for predicting different flow patterns produced with a gas dynamic virtual nozzle (GDVN).

The physical model is posed in the mixture formulation and copes with the unsteady, incompressible, isothermal, Newtonian, low turbulent two-phase flow. The computational fluid dynamics numerical solution is based on the half-space finite volume discretisation. The geo-reconstruct volume-of-fluid scheme tracks the interphase boundary between the gas and the liquid. To ensure numerical stability in the transition regime and adequately account for turbulent behaviour, the k-ω shear stress transport turbulence model is used. The model is validated by comparison with the experimental measurements on a vertical, downward-positioned GDVN configuration. Three different combinations of air and water volumetric flow rates have been solved numerically in the range of Reynolds numbers for airflow 1,009–2,596 and water 61–133, respectively, at Weber numbers 1.2–6.2.

The half-space symmetry allows the numerical reconstruction of the dripping, jetting and indication of the whipping mode. The kinetic energy transfer from the gas to the liquid is analysed, and locations with locally increased gas kinetic energy are observed. The calculated jet shapes reasonably well match the experimentally obtained high-speed camera videos.

The model is used for the virtual studies of new GDVN nozzle designs and optimisation of their operation.

To the best of the authors’ knowledge, the developed model numerically reconstructs all three GDVN flow regimes for the first time.

Managers play a crucial role in organizations. They make decisions that directly influence organizational success and significantly impact employees’ mental health, development and performance. They are responsible for ensuring the financial well-being and long-term sustainability of organizations. However, their mental health is often overlooked, which can negatively affect employees and organizations. This study aims to address managers’ mental health at work, by examining specifically the direct and indirect effects of identity verification on their psychological distress and depression through self-esteem at work. The study also aims to examine the moderating as well as moderated mediation effects of identity salience.

A sample of 314 Canadian managers working in 56 different companies was studied, using multilevel analyses.

The findings showed that the verification of managers’ identity vis-à-vis recognition is positively associated with psychological distress and depression. Self-esteem completely mediates the association between low identity verification vis-à-vis work control and psychological distress, and also the association between low identity verification vis-à-vis work control and superior support and depression, while it partially mediates the association between low identity verification vis-à-vis recognition and depression.

This study can also help both managers and human resource management practitioners in understanding the role of workplaces in the identity verification process and developing relevant interventions to prevent mental health issues among managers at work.

This study proposed a relatively unexplored approach to the study of managers’ mental health at work. Its integration of identity theory contributes to expanding research on management and workplace mental health issues.