by Eric Hollenbeck, Carson College of Business
When disasters strike—whether wildfire, earthquake, or pandemic—their effects ripple far beyond physical damage or public health concerns. For many employees, the aftermath of these events follows them into the workplace.
Research led by Washington State University’s Carson College of Business reveals that how employees respond to disasters may depend on how they perceive their social standing and how strongly they identify with their social class.
In a study published in the Journal of Business and Psychology, WSU associate professor of management Hana Johnson and her coauthors found that disasters can trigger stronger feelings of workplace anxiety and withdrawal among employees who strongly identify with a lower social class.
The research may help explain why crises can shape workplace behavior in ways that managers might not immediately recognize.
When outside events spill into the workplace
Disasters often affect workers differently depending on their financial resources, job security, and access to support systems.
During the COVID-19 pandemic, for example, researchers noted 39 percent of lower-income workers lost their jobs compared to 13 percent of higher-income workers, highlighting how crises can deepen economic inequality.
Johnson said her team’s research was motivated in part by trying to understand how broader societal disruptions influence employee behavior inside organizations.
“One thing that I think is unique about the paper is looking at how disruptions outside of your work life can affect your work,” she said.
Social class, she explained, is often thought of as something that shapes life outside the workplace—but it can also influence how employees interpret stressful events and how they respond at work.
Understanding the research
To explore these dynamics, the researchers conducted multiple studies examining how people responded to disaster scenarios and real-world disruptions.
Across several experiments and surveys, including studies related to the COVID-19 pandemic and earthquake risk, researchers analyzed how disaster awareness, social class, and identity shaped emotional responses and workplace behavior.
Together, the findings indicate disasters can activate existing social identities in ways that influence how employees interpret their circumstances and cope with stress.
The role of identity in employee resiliency
One key finding from the study is that social class alone doesn’t tell the whole story. What matters more is how strongly employees identify with their social class.
According to Johnson, people who see lower social class as a central part of their identity are more likely to interpret stressful societal events—such as natural disasters—as evidence they are disadvantaged or being treated unfairly, particularly since these events often carry greater health and economic risks for lower-income individuals, which can trigger a powerful emotional response.
“Those feelings can increase anxiety about work and lead to withdrawal behaviors in the workplace,” said Johnson.
Instead of leaving their jobs, which for many workers is not an option, Johnson said employees may respond by distancing themselves from their work environment, such as avoiding interactions, disengaging from communication, or pulling back from workplace responsibilities.
“They can’t leave. They need the income,” she said. “So, they stay in the job, but what does that look like? It can show up as these avoidance behaviors.”
How leaders can support employees
For managers and organizational leaders, the research highlights the importance of understanding employees as individuals rather than assuming everyone experiences crises the same way. According to Johnson, the most practical step leaders can take is to maintain open communication and recognize that employees may need different types of support during times of distress.
“Trying to understand what’s important to them and leaving channels open for communication is key,” she said.
When employees feel comfortable discussing how external events affect them, leaders may be better able to recognize when someone is struggling and provide appropriate support.
The findings also suggest organizations may benefit from thinking carefully about how resources are distributed during crises.
Rather than treating all employees the same, Johnson recommends leaders prioritize support for workers who face the greatest disruptions or vulnerabilities.
“It’s not necessarily about giving something to one group and not another,” she said. “It may just be about the order or priority in which resources are allocated.”
Johnson, Hana H., Faith T. Keng-Highberger, Joshua T. Bates, and Elizabeth E. Umphress. “The ‘Haves’ and the ‘Have Nots’: Interactive Effect of Disaster Salience, Social Class, and Identity Centrality on Emotions and Workplace Avoidance.” Journal of Business and Psychology. 2025. doi.org/10.1007/s10869-025-10064-1.
