Qualidade de vida e bem-estar no trabalho : um estudo sobre a realidade dos servidores de uma instituição pública de educação no período pós-pandemia de Covid-19.

Abstract

INTRODUCTION: The covid-19 pandemic brought significant transformations to work processes in Brazilian educational institutions, making it essential to investigate quality of work life (QWL) in this new context. GENERAL OBJECTIVE: To analyze the perceptions and conceptions of employees at a federal educational institution regarding quality of work life and well-being at work in the post-covid-19 period, from the conceptual perspective of macro- and microergonomics. ARTICLE I: A quantitative analysis is presented, comparing the perception of QWL and its structuring factors among 163 employees - 40 employees in teleworking and 123 in in-person work. The overall average QWL score was 6.61, with the highest average in the socio-professional relationships factor (7.35) and the lowest in the link between work and social life factor (5.53). There were no statistically significant differences between work modalities, but employees in teleworking reported a higher average in the working conditions and organizational support factor (7.42 vs. 6.92; d = 0.23), while those in in-person work highlighted the work organization factor (6.68 vs. 6.31; d = 0.20). The results indicate priority areas for preventive interventions. MANUSCRIPT I: The findings are further explored through a qualitative approach, analyzing the conceptions of 61 teachers and 102 administrative staff. The analysis identifies the thematic cores: Conceptions of QWL, Determinants of well being at work, and Determinants of ill-being at work. Among the subcategories, work time optimization and professional autonomy are associated with well-being at work, while harmonious coexistence at work and conflicting interpersonal relationships are related to QWL and ill-being at work, respectively. MANUSCRIPT II: Using focus group methodology, composed of six individuals in management positions and eight administrative staff working at the institution’s Rector’s Office, critical elements that compromise QWL were identified, such as insufficient staffing, deadline pressure, and intensive use of technology. The group of managers pointed out difficulties related to work overload and budget constraints, while the non-management group reported a lack of recognition and excessive workload. Commonly suggested measures among the groups included expanding the workforce, regulating the use of technological tools, and strengthening professional recognition. Despite the challenges, the social impact of their work is valued as a source of motivation. FINAL CONSIDERATIONS: The adopted conceptual model requires adjustments to better understand the structuring factors of QWL affected by recent contexts, especially those influenced by teleworking and the intensified use of communication tools. It is the responsibility of management to ensure infrastructure, support, and institutional policies that promote a healthy work environment, while employees, through solidarity and collaboration, contribute to the strengthening of professional relationships and carry out activities aligned with the institutional mission.