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hassl-3424	orcid.org	https://orcid.org/0000-0002-0369-4082
hassl-3424	orcid.org	https://orcid.org/0000-0002-5869-0804
hassl-3424	orcid.org	https://orcid.org/0000-0001-7478-7334
hassl-3424	orcid.org	https://orcid.org/0000-0003-0714-2186
hassl-3424	orcid.org	https://orcid.org/0000-0002-8436-8085
hassl-3424	www.doi.org	https://www.doi.org/10.18488/73.v11i3.3424
hassl-3424	doi.org	https://doi.org/10.52547/johepal.2.4.141
hassl-3424	doi.org	https://doi.org/10.52547/johepal.2.4.141
hassl-3424	doi.org	https://doi.org/10.2478/fman-2018-0019
hassl-3424	doi.org	https://doi.org/10.5267/j.msl.2019.10.011
hassl-3424	doi.org	https://doi.org/10.21512/bbr.v10i3.5857
hassl-3424	www.nst.com.my	https://www.nst.com.my/news/nation/2020/06/601611/learning-institutions-floundering
hassl-3424	doi.org	https://doi.org/10.46545/aijbms.v2i3.256
hassl-3424	doi.org	https://doi.org/10.3390/ijerph18041903
hassl-3424	doi.org	https://doi.org/10.1016/j.jbusres.2020.05.037
hassl-3424	doi.org	https://doi.org/10.1002/pa.2508
hassl-3424	doi.org	https://doi.org/10.46222/ajhtl.19770720.113
hassl-3424	doi.org	https://doi.org/10.31838/ijpr/2020.12.04.277
hassl-3424	doi.org	https://doi.org/10.3390/ijerph18105470
hassl-3424	doi.org	https://doi.org/10.1108/ijssp-07-2020-0262
hassl-3424	doi.org	https://doi.org/10.24818/rmci.2018.2.124
hassl-3424	doi.org	https://doi.org/10.2478/fman-2018-0019
hassl-3424	doi.org	https://doi.org/10.5267/j.msl.2019.10.011
hassl-3424	doi.org	https://doi.org/10.21512/bbr.v10i3.5857
hassl-3424	www.nst.com.my	https://www.nst.com.my/news/nation/2020/06/601611/learning-institutions-floundering
hassl-3424	doi.org	https://doi.org/10.46545/aijbms.v2i3.256
hassl-3424	doi.org	https://doi.org/10.3390/ijerph18041903
hassl-3424	doi.org	https://doi.org/10.1016/j.jbusres.2020.05.037
hassl-3424	doi.org	https://doi.org/10.1002/pa.2508
hassl-3424	doi.org	https://doi.org/10.46222/ajhtl.19770720.113
hassl-3424	doi.org	https://doi.org/10.31838/ijpr/2020.12.04.277
hassl-3424	doi.org	https://doi.org/10.3390/ijerph18105470
hassl-3424	doi.org	https://doi.org/10.1108/ijssp-07-2020-0262
hassl-3424	doi.org	https://doi.org/10.24818/rmci.2018.2.124
hassl-3424	doi.org	https://doi.org/10.6007/ijarafms/v11-i3/10554
hassl-3424	www.gallup.com	https://www.gallup.com/workplace/321725/gallup-q12meta-analysis-report.aspx
hassl-3424	doi.org	https://doi.org/10.1017/jmo.2021.15
hassl-3424	doi.org	https://doi.org/10.18535/ijsrm/v6i7.em03
hassl-3424	doi.org	https://doi.org/10.1016/j.hrmr.2019.100704
hassl-3424	doi.org	https://doi.org/10.1108/ijchm-12-2021-1512
hassl-3424	doi.org	https://doi.org/10.37867/te130251
hassl-3424	doi.org	https://doi.org/10.4102/sajhrm.v16i0.913
hassl-3424	doi.org	https://doi.org/10.47772/ijriss.2021.5743
hassl-3424	doi.org	https://doi.org/10.1177/2158244020931847
hassl-3424	doi.org	https://doi.org/10.2139/ssrn.3510644
hassl-3424	doi.org	https://doi.org/10.25295/fsecon.2020.02.011
hassl-3424	doi.org	https://doi.org/10.6007/ijarafms/v11-i3/10554
hassl-3424	www.gallup.com	https://www.gallup.com/workplace/321725/gallup-q12-meta-analysis-report.aspx
hassl-3424	www.gallup.com	https://www.gallup.com/workplace/321725/gallup-q12-meta-analysis-report.aspx
hassl-3424	doi.org	https://doi.org/10.1017/jmo.2021.15
hassl-3424	doi.org	https://doi.org/10.18535/ijsrm/v6i7.em03
hassl-3424	doi.org	https://doi.org/10.1016/j.hrmr.2019.100704
hassl-3424	doi.org	https://doi.org/10.1108/ijchm-12-2021-1512
hassl-3424	doi.org	https://doi.org/10.37867/te130251
hassl-3424	doi.org	https://doi.org/10.4102/sajhrm.v16i0.913
hassl-3424	doi.org	https://doi.org/10.47772/ijriss.2021.5743
hassl-3424	doi.org	https://doi.org/10.1177/2158244020931847
hassl-3424	doi.org	https://doi.org/10.2139/ssrn.3510644
hassl-3424	doi.org	https://doi.org/10.25295/fsecon.2020.02.011
hassl-3424	doi.org	https://doi.org/10.1111/1748-8583.12130
hassl-3424	doi.org	https://doi.org/10.5590/ijamt.2017.16.1.04
hassl-3424	doi.org	https://doi.org/10.1177/2347631120983481
hassl-3424	doi.org	https://doi.org/10.18231/j.jmra.2020.033
hassl-3424	www.shrm.org	https://www.shrm.org/aboutshrm/press-room/press-releases/pages/shrm-survey-41-percent-of-workers-feel-burnt-out-during-pandemic.aspx
hassl-3424	www.shrm.org	https://www.shrm.org/hr-today/trends-and-forecasting/researchand-surveys/pages/2021-workplace-culture-report.aspx
hassl-3424	doi.org	https://doi.org/10.1080/13032917.2018.1503965
hassl-3424	doi.org	https://doi.org/10.3390/su132011443
hassl-3424	www.valuescentre.com	https://www.valuescentre.com/resource-library/covid
hassl-3424	doi.org	https://doi.org/10.1080/19368623.2021.1867283
hassl-3424	doi.org	https://doi.org/10.1111/1748-8583.12130
hassl-3424	doi.org	https://doi.org/10.5590/ijamt.2017.16.1.04
hassl-3424	doi.org	https://doi.org/10.1177/2347631120983481
hassl-3424	doi.org	https://doi.org/10.18231/j.jmra.2020.033
hassl-3424	www.shrm.org	https://www.shrm.org/about-shrm/press-room/press-releases/pages/shrm-survey-41-percent-of-workers-feel-burnt-out-during-pandemic.aspx
hassl-3424	www.shrm.org	https://www.shrm.org/about-shrm/press-room/press-releases/pages/shrm-survey-41-percent-of-workers-feel-burnt-out-during-pandemic.aspx
hassl-3424	www.shrm.org	https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/pages/2021-workplace-culture-report.aspx
hassl-3424	www.shrm.org	https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/pages/2021-workplace-culture-report.aspx
hassl-3424	doi.org	https://doi.org/10.1080/13032917.2018.1503965
hassl-3424	doi.org	https://doi.org/10.3390/su132011443
hassl-3424	www.valuescentre.com	https://www.valuescentre.com/resource-library/covid
hassl-3424	doi.org	https://doi.org/10.1080/19368623.2021.1867283