Five years after the COVID-19 pandemic began, America’s work culture remains in disarray. Psychologists specializing in workplace dynamics note that employers and employees are in constant conflict over where employees should work, generational differences are causing friction, and workers are grappling with finding a balance between work that aligns with their values and doesn’t consume their lives. One clear sign of this growing tension is the significant rise in union organizing, a trend not seen since the 1960s, particularly among younger employees.
“We are reaching a boiling point,” said Jessica Kriegel, EdD, chief strategy officer at Culture Partners, a consulting firm.
Psychologists are working to reduce workplace tensions by studying the similarities between workers’ desires, analyzing how to maximize the benefits of new technologies, and creating new strategies to ensure both businesses and employees thrive. Zhiqing (Albert) Zhou, PhD, associate professor at the Johns Hopkins Bloomberg School of Public Health, emphasized the need for more interdisciplinary collaboration to understand how work impacts mental health and to develop workplace changes accordingly. “This will take efforts and contributions from researchers, practitioners, and policymakers together,” Zhou said.
Megan Gerhardt, PhD, a professor at Miami University in Ohio, advocates for breaking the “us-versus-them” narrative in organizations. “We’re all in organizations pursuing shared goals,” Gerhardt said. “We may just have different ideas about how to get there.”
Employee and Employer Tensions
Unionization efforts are a prime example of the growing divide between workers’ and employers’ expectations. Employees at companies like Trader Joe’s, Barnes & Noble, and even the auto industry have been organizing at unprecedented rates, signaling dissatisfaction with management and a demand for change.
A Gallup poll found that 67% of Americans now support unions, and 88% of those under 30 view them positively. “We are renegotiating what is reasonable to expect, and workplaces are trying to figure out how to respond,” Gerhardt explained.
One point of contention is the return-to-office mandate, especially after Amazon announced that all employees would be required to work full-time in the office starting January 2025. A survey conducted after the announcement revealed that 73% of employees were considering quitting their jobs rather than complying with the mandate.
Despite employee backlash, experts like Kriegel argue that large companies may not be concerned about losing employees, as many are overstaffed and anticipate downsizing in the future.
Psychologists are addressing these issues by collecting data and pointing to evidence of what works in hybrid or remote office settings. A 2024 study published in Nature showed that a hybrid model improved job satisfaction and reduced employee turnover without affecting performance or promotions.
However, hybrid and remote work aren’t without challenges. Research from Elizabeth Marsh, PhD, at the University of Nottingham, highlighted the negative side of digital workplaces, where workers experience “information overload” and “fear of missing out” when not staying technologically engaged.
“We’ve eroded our boundaries,” said Jason Wang, PhD, a therapist who works with clients on career-related issues. “During the pandemic, we added more communication tools, and many haven’t been scaled back.”
One related issue is micromanagement. A study from Zhiqing Zhou found that remote workers performed better when their supervisors provided support while allowing more autonomy.
The AI Dilemma
Another challenge is the use of artificial intelligence (AI) in the workplace. According to the APA’s 2024 Work in America survey, 35% of employees use AI at least monthly for work, but only 18% report having clear company guidelines on its proper use.
Rather than waiting for official policies, experts suggest that remote workers can improve their well-being by practicing digital mindfulness—taking breaks from screens and reflecting on how technology impacts them emotionally and physically.
Generational Clashes
The workforce now includes five generations, and tensions are growing between them. A 2024 survey by the APA found that 32% of U.S. workers feel their colleagues don’t value their ideas, especially among younger employees, with nearly half of those aged 18-25 feeling dismissed by older coworkers.
Despite these tensions, 92% of workers expressed a positive view of working with people from different generations. Psychologist Tessa West, PhD, noted that Gen Z workers, who entered the workforce during the pandemic, often embrace the “slow life” mentality, prioritizing work-life balance over traditional career trajectories.
Gen Z also demands mental health support from employers, with a survey finding that 61% would consider leaving a job for one with better mental health benefits. Gerhardt believes these demands are understandable given their experiences, especially those who started remote work during Covid.
While companies may not be able to meet every generational expectation, they can recognize that what benefits younger workers often benefits older ones too. For example, creating psychologically safe work environments—where employees feel free to express themselves without fear of negative consequences—benefits employees across age groups.
Balancing Work and Identity
Individuals also face internal struggles in their work lives. Wang recounted a patient who struggled to reconcile his need for financial stability with his discomfort working in a system that prioritizes productivity over social values.
Psychologists also see a disconnect between how people think they should feel about their jobs—passionate and fulfilled—and how they actually feel—burned out and disillusioned. These complexities highlight the ongoing struggle to find balance in an ever-evolving work landscape.
In conclusion, the workplace is undergoing significant shifts, with tensions rising between workers and employers, as well as among different generations. The key to resolving these issues lies in fostering understanding, adaptability, and psychological safety in the workplace.
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