The role of supervisors and human resource management in mitigating stress : bus driving in a pandemic context : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Human Resource Management at Massey University, Albany, New Zealand

Abstract

This thesis examines the occupational stress of bus drivers in New Zealand (NZ), particularly within the context of the Covid-19 pandemic. Urban bus driver is recognised as a high-risk occupation with elevated stress associated with adverse well-being outcomes. The nature of this occupation, along with its working conditions, which include strict schedules, traffic congestion, hostile passengers and low pay, has contributed to concerns about well-being and industrial disputes. The pandemic further intensified these challenges, creating a unique context for exploring the work experiences of bus drivers who were categorised as essential workers during the pandemic. The study employs the job demand-resource (JD-R) model in conjunction with the psychological contract theory to explore how working conditions and the pandemic influenced the well-being of drivers and employment relations climate within the NZ bus sector, as well as what measures were taken to address them.

The study is guided by two research questions: 1) What job stressors impact the well-being of NZ bus drivers? and 2) What have bus companies (including the Auckland Transport) done to mitigate stress to safeguard their bus drivers’ well-being and improve the employment relations climate? The findings of this study are informed by 62 semi-structured interviews with drivers, supervisors, managers, and trade union representatives. Thematic analysis of the interviews revealed that pandemic-specific stressors, such as anxiety about Covid-19 contagion, hostile passengers' behaviour, work disruption, job insecurity, and financial strain, compounded pre-existing stressors, including low pay, long working hours, split shifts and traffic congestion. The lack of organisational and supervisory support further exacerbated these stressors and undermined drivers' perceptions of the organisation's commitment to their well-being. The findings are presented in two parts. The first area of findings highlights how increased job demands and limited resources influenced drivers' stress and coping ability during the pandemic. Second, the psychological contract lens demonstrates how perceptions of fulfilment or breach, mediated by perceived organisational support (POS), perceived supervisor support (PSS), and peer support, influenced both drivers' well-being and the broader employment relations.

Theoretically, this study contributes to the refinement and development of organisational psychology theories from an integrated perspective of the JD-R and psychological contract frameworks through a qualitative, interpretive approach. Unlike the predominant quantitative focus of prior research, this study captures rich, content-specific narratives and provides a more nuanced understanding of how POS, PSS, peer networks, and person-job fit (PJ fit) influence employee well-being and employment relations. This integrative perspective advances both theory and methodology by demonstrating the value of qualitative inquiry in refining established frameworks. Practically, the findings inform managers and human resource (HR) practitioners by emphasising the importance of supervisory training and support in enhancing frontline leadership competence, communication and trust to foster relational human resource management (HRM) as well as more systematic engagement with employee representatives. Given the physical remoteness of bus drivers, the supervisory relationship is potentially problematic, but no less critical. This highlights the importance of effective supervisor and organisational support in influencing drivers' well-being as well as their perceptions of fairness, recognition and commitment to their well-being and positive employment relationships.