Correspondence to : eror1421@gmail.com Received: 3 May, 2021 Accepted: 20 June, 2021 Published: 30 June, 2021 JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI Vol.23, No. 2, pp.20 - 33 Published online in http://jos.unsoed.ac.id/index.php/jame ISSN: 1410-9336 / E-ISSN: 2620-8482 INTRODUCTION World Health Organization (WHO) was declared that COVID-19 as a pandemic in the world on 11 March 2020. Many countries have decided to lockdown towns and countries for certain period. The virus is spreading through human to human interactions. Therefore isolation or social distancing of people is one of the solution to stop or minimize the spreading of the virus. Indonesia’s Government decided to close borders, postponing social events and shutdown industries and commercial activities for certain period of lockdown. The purpose was keeping people in isolation and minimize the spread of virus, however, has negative effects in the economy and business sectors (Smith, et al., 2020). Many industries were collapse and the urgency to reopen commercial business was considered with strict health protocols. Business organizations have to adapt to new working behaviors during lockdown period transition to new normal. Working from home (WFH) was one of alternative taken by business organizations to keep business running and on other hand comply with health protocols. The use of mobile technology was an important part to keep employees performing their role during WFH. The mobile technology use reduces employee’s role stress and increase job satisfaction (Roman et al., 2018). Social distancing also create gap between coworkers, supervisor and organization itself even though mobile technology also allowed employees to meet with co-worker and supervisors virtually (Andreev, et al 2010; Archibald, et al., 2019). Meanwhile, support from supervisor lessen role stress of employees and increase job performance and job satisfaction (Babin and Boles, 1996). Furthermore, employees may experience uncertainty related to their job continuance in the organizations during pandemic. Job insecurity perception is one of Working from home during pandemic Covid-19: Effects of mobile technology use, supervisor support and job insecurity on employee’s role stress and job satisfaction Edward Rorong1, Hanifah2, Pandapotan Siagian3, Pandi Pakolo4 1,2 Magister Manajemen, Universitas Prasetiya Mulya, Jakarta, Indonesia Abstract This study is to examine the relationship among mobile technology use, supervisor support, job insecurity, role stress and job satisfaction during working from home (WFH) in pandemic Covid-19. A descriptive research using questionnaires were distributed to employees in Jakarta areas (Jabodetabek). A total of two hundreds forty four valid questionnaires were collected. Factor analysis and regression analysis were used in this study. Based on the result of analysis, note that mobile technology use, supervisor support and job insecurity each have significant effect on role stress. In testing direct effect on job satisfaction, supervisor support, job insecurity and role stress were statistically significant, while mobile technology not significant. Role stress were mediating supervisor support and job insecurity toward job satisfaction. The findings of this study provide insight for company’s policies and strategies in adopting WFH/telecommuting activity as well as providing necessary support for employees knowing that WFH/telecommuting is not a work culture In Indonesia. Few research has been studied the impact of mobile technology use, supervisor support and perception of job insecurity towards to role stress and job satisfaction in the pandemic Covid-19 context. Keywords Mobile Technology, Supervisor Support, Job Insecurity, Role Stress, Job Satisfaction JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 work stressor and there is positive relationship between job insecurity and role stress (Masia and Pienaar, 2011). This pandemic phenomenon may affect both employees and employers since WFH is not a work culture in many business organizations in Indonesia. For this reason, the study is to examine the relationship between mobile technology use, supervisor support, job insecurity, employee’s role stress and job satisfaction in the context of WFH during pandemic COVID-19. Mobile Technology Business organizations required to make adjustments in an unexpected condition to support organization’s contingency plan (Simpkins, 2009) for example on pandemic Covid-19 condition. The use of mobile technology and its information are relevant to improve existing interaction between organization and its employees either in workplace or from home/virtual office (Golden et al., 2009). The use of mobile technology have positive impact on employees (Yueh et al., 2016; Chung et al., 2015) in their work performance. In the context of WFH due to pandemic COVID-19, the use of mobile technology especially virtual meetings have positive significant impact to productivity of employees in Jakarta (Suhardi et al., 2020). Mobile technology improved communication with co-worker and keep them connected in the team (Grieco, et al., 1995). Based on (Nuskiya, et al., 2018), technology advancement helped employee more effective in completing their work. As the result, technological advancement improved the performance of organizations (Obeng, et al., 2018). During pandemic COVID-19, employees continue to working remotely by using mobile technology (Vargo et al., 2020). Telework by using technology during pandemic increased efficiency (Baert et al., 2020). Roman et al (2018) grounded their study on Job Demand-Control (JD-C) theory (Karasek, 1979) to describe that mobile technology use as a tool by employee to increase job control to deal with their job’s demand. It also described by Karasek, that job control may closely related to organization’s structure and technology. As the result, it would reduce role stress and improve job satisfaction. Therefore, the hypothesis is the following: H1. Mobile technology use is negatively related to role stress Supervisor Support Based on role dynamics theory, employees learn about their roles in organizations from members of their supervisors and co-workers through information communicated to them (Kahn, et al., 1964). The combination of job’s high demands, but lacking of support and low control had higher risks of psychological stress (Karasek & Theorell, 1990). Some studies recommended to reduce role stress according to classic organizational theory, which an employee must be supervised by direct supervisor (Michael, et al., 2009). Supervisor support is reflected by a degree of supervisor offer subordinate support, concern and encouragement (Burke, et al., 1992). Based on (French, et al., 2018), work support which defined as psychological or material resources can mitigate work stress. In the example, role stress which caused by overload can be reduced by supervisors and co-worker’s support (Frone et al., 1997). Supervisor support may affect employee’s performance and increased degree of supervisor support reduce role stress (Babin and Boles, 1996). In the context pandemic situation, WFH has negative effect on employee’s performance due to lack of supervision (Lippe, 2019). Lack of face to face communication with supervisor may impact negatively for employees. It is also challenge for supervisor to coordinate subordinate who are physically in different places (Greer et al., 2014). Degree of employee’s commitment may reduce as well as job satisfaction when there is lack of social support from organization (Lynch et al., 1999). However, through mobile technology such as Microsoft Teams, Zoom and others virtual meeting application, an employee may still get guidance and support from supervisor (Vargo et al., 2020) during WFH. Based on those previous studies, we propose the following hypothesis. H2: Supervisor support is negatively related to role stress Job Insecurity Economic instability incurred during pandemic COVID-19 creates uncertainty for business going concern. The downturn may impacted to both employers and employees. Many employers reduce employee’s benefits even laid off their employees to survive. This create doubts of job security for employees. Job JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 insecurity is defined as insecure feeling (psychological condition) felt by employee due to working environmental changes (Smithson & Lewis, 2000). Job insecurity also defines as powerlessness to maintain desired continuity in a threatened job situation (Greenhalgh and Rosenblatt, 1984). Hellgren et al (1999) described job insecurity as subjective, implies uncertainty about the future and doubts of employment continuance. Term quantitative job insecurity is referred to concern about future of current job. Meanwhile, qualitative job insecurity is referred to perceived threats quality of employment relationship such as career progress and increase benefits (Hellgren et al., 1999). The others studies found that job insecurity is significantly and negatively related to organizational attitudes, mental and physical health and performance of employee. This has been identified as main source of job stress (Sverke et al., 2002, Storseth, 2006). Other study identified that job insecurity as major source of job stress which increased perception of overload and role ambiguity as well as reduced commitment and more negative outcomes (Probst and Brubaker, 2001). Job insecurity is positively related to role stress and negatively related job satisfaction (Masia and Pienaar, 2011). According to previous studies, we propose our hypothesis as follow. H3: Job insecurity is positively related to role stress Role stress and Job Satisfaction Employees were experiencing role stress owing to their role in organization (Behrman and Perreault, 1984). An employee is experiencing role stress when he or she tries to fulfill behaviors that are expected to perform assigned role (Delpechitre et al., 2017). Role stress is not only caused by pressure, but also due to employee’s perception of the demand and control of resources to deal with (Cox, 1978). There was degree of variance how employee perceive job demand as strain of stressful (Mulki et al., 2008). Therefore, JD-C theory can be considered as highly stressful by some employees and plausible by others, subject to employee’s job control and resources. Some researchers represented dimensions of role stress into role overload, role ambiguity and role conflict (Johnson and Sohi, 2014; Mulki et al., 2008; Singh, 1998). Role conflict occurs when expectation and demands are incompatible (Rizzo, et al., 1970). Role ambiguity refers to lack of information or uncertainty of expectations from role sender (Singh, 1998). Role overload occurs when work demand expectations are not possible to be completed within given time limit (Latack, 1981). Job satisfaction is one of the most commonly studied in Human Resource literature. Job satisfaction is expressed positive feeling of employee as the result of performance appraisal of his/her job (Locke, 1976). Many studies recognized that role conflict and role ambiguity are the role stressor as well as overload perception reduced job satisfaction of employees (Mulki et al., 2008). Roman, et al (2018) confirmed that role stress is negatively related to job satisfaction. Thus, we propose a hypothesis as follow.H4: Role stress is negatively related to job satisfaction Role Stress as Mediation Variable Those hypotheses of H1, H2, H3 and H4 are also interpret that independent variables also related to job satisfaction through role stress as mediation variables. Therefore, we propose the hypothesis as follow: H5: Role stress mediates mobile technology use and job satisfaction H6: Role stress mediates supervisor supports and job satisfaction H7: Role stress mediates job insecurity perceptions and job satisfaction The research model is presented in Figure 1 below. Figure 1 – Research Model JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 METHODS Data sources Quantitative survey was conducted to collect empirical data. Primary data collected through online questionnaires form to respondent in Jakarta Bogor Depok Tangerang and Bekasi (Jabodetabek). Simple random sampling method was used in this research. Researcher set two preliminary filters as the criteria for valid respondents limited to permanent employees and worked from home (WFH) during pandemic Covid-19. Sampling was done in February - March 2021. Total of 298 random respondents accepted and validated for total 244 respondents based on filter criteria. Please see table Appendix 1 for demographic characteristic of respondent’s. Table 1 – Research Model Data analysis tools and technique Valid data were processed and analyzed using multiple regression analysis by IBM SPSS 23 version (SPSS). Researcher applied t values at 0.05 significance level to examine direct effect of mobile technology use, supervisor support, and job insecurity to role stress as well as role stress to job satisfaction. The effect of role stress as mediating variable between mobile technology uses, supervisor support, job insecurity and job satisfaction have been examined by using Process Procedure for SPSS version 3.5 in SPSS. Measuring instruments Mobile technology use variable was consists of three constructs. Two constructs was adopted from DelVecchio and Anselmi (2006) to measure extent of smartphones and laptop to conduct job activities during WFH. Researcher was added virtual meeting application as additional construct of mobile technology. Seven point Likert questions was applied with ranged from 1 = “I do not use this technology at all in my job when WFH during pandemic Covid-19” and 7 = “I use this technology a great deal in my job when WFH during pandemic Covid-19”. The remaining scales were used seven-point Likert questions ranged from 1 = “strongly disagree” to 7 = Frequency % Cumulative % Gender Female 127 52 52 Male 117 48 100 Total 244 100 Age group <= 23 years old 8 3 3 24-30 years old 65 27 30 31-35 years old 53 22 52 36-40 years old 51 21 73 41-45 years old 26 11 83 > 45 years old 41 17 100 Total 244 100 Education Junior high school 1 0 0 Senior high school 9 4 4 Bachelor 189 77 82 Master 45 18 100 Total 244 100 Income/year below 100 million Rupiah 72 30 30 101-300 million Rupiah 96 39 69 301-500 million Rupiah 34 14 83 Above 500 million 42 17 100 Total 244 100 Numb er of WFH 1-2 days 49 20 20 3-4 days 71 29 49 More than 4 days 124 51 100 Total 244 100 Frequency % Cum ulative % Industries Finance institution 43 18 18 Mining 26 11 28 Property and construction 17 7 35 Trading 16 7 42 Consum er goods 15 6 48 Plantation and farm 14 6 54 Infrastructure & Utilities 13 5 59 Chem ical industry 7 3 62 E-Com m erce 3 1 63 Other industries 90 37 100 Total 244 100 Work service period Less than 2 years 34 14 14 2 - 5 years 73 30 44 6 - 10 years 62 25 69 More than 10 years 75 31 100 Total 244 100 Position Staff 66 27 27 Senior Officer 29 12 39 Supervisor 23 9 48 Asisstant Manager 23 9 58 Manager 74 30 88 General Manager 13 5 93 Direktur 16 7 100 Total 244 100 Departm ent Marketing & Sales 29 12 12 Finance & Treasury 103 42 54 Operasional 32 13 67 HR & IT 21 9 76 Others support function 59 24 100 Total 244 100 Size of com pany Big 181 74 74 Medium 42 17 91 Sm all 21 9 100 Total 244 100 Virtual application use MTeam s 119 49 49 Zoom 80 33 82 Google Meet 29 12 93 Webex 11 5 98 Bluejeans 3 1 99 Whatsup 2 1 100 Total 244 100 JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 “strongly agree”. Six items measuring supervisor support were adapted from House and Wells (1978). This scale has been used and reported high validity and reliability (Deeter & Ramsey, 1997). Researchers used six items scale of job insecurity of Hellgren et al. (1999). Role conflict, role ambiguity and role overload were presented dimensions of role stress. Those were measured from shortened version items from Rizzo et al. (1970) and Beehr et al. (1976). Role overload scales have high validity and reliability (Singh, 1998). Meanwhile, Rizzo et al.’s scale have been proved in many studies regarding both reliability and validity (Roman and Iacobucci, 2010). Three items scale of job satisfaction was used in this study based on scale developed by Churchill et al. (1974). The short version was determined positive evidence of reliability and validity (Onyemah, 2009). RESULTS AND DISCUSSION Demographic of respondents From 244 respondents, 52% were female, 78% were bachelor graduates, 48% were in above 35 year age group, 61% were above supervisor level position, 80% of respondents have more than 3 days a week WFH experience during pandemic Covid-19, 70% were in the above Rp100 million/year income group and all respondents were used virtual meeting application during WFH. Validity and reliability Researcher was assessed the validity and reliability of 24 statements by performing a confirmatory factor analysis (CFA) and measuring reliability based on Cronbach alpha value. Standard loading for constructs were ranged from 0.565 to 0.911 which meaning that all items were good measures of respective factors (Hair et al., 2010). Scales reliability have been tested and found that all alpha coefficient greater than 0.70 (Nunnally and Bernstein, 1994). Kaiser Meyer Olkin (KMO)’s value were ranged from 0.661 to 0.865 which the minimum above 0.5. The components have Eigen value more than 1 which considered as a factor. Based on the validity and reliability assessment (Table II) of the constructs, a further examination using multiple regression analysis was developed using these factors. Table 2. Validity and reliability Multiple regression analysis Multiple regression was conducted to examine the relationship between independent variables and dependent variable. Prior to multiple regression analysis, it is used to check data for multicollinearity. Researcher was adopted the tolerance value, as result of multicollinearity statistics, to detect whether any multicollinearity which presented in Table II. Higher tolerance value means potential overlap between variables are low. Tolerance value set by 0.5 or higher for this study to consider that there is no multicollinearity exist. As describe in Table III, the tolerance value is above 0.5, therefore, there is no multicollinearity problem between variables used in this study. Table 3 – Multicollinearity statistic Multiple regressions was performed to examine the relationships between independent variables and dependent variable. As shown in Table IV and Table V, the relationship between mobile technology use, supervisor support, job insecurity and role stress was significant, F = 173.062, p < 0.001 with adjusted R squared of 0.680. It means those independent variables were explaining around 68% of role stress while remaining 32% was influenced by other variables. Table IV – ANOVA result Factors Range factor loading Eigen values Explained variance KMO Cronbach's alpha Mobile technology use 0.700 - 0.870 1.950 65.001 0.629 0.717 Supervisor support 0.836 - 0.911 4.655 77.585 0.865 0.941 Job insecurity 0.627-0.799 3.243 54.050 0.761 0.828 Role stress 0.565-0.797 2.988 50.804 0.797 0.787 Job satisfaction 0.761-0.896 2.147 71.560 0.661 0.796 Collinearity Statistics Tolerance Mobile technology use .918 Supervisor support .862 Job insecurity .910 Model 1 Sum of Squares df Mean Square F Sig. Regression 114.426 3 38.142 173.062 .000 b Residual 52.895 240 .220 Total 167.320 243 b. Predictors: (Constant), mobile technology use, supervisor support, job insecurity Model 1 a. Dependent Variable: Role stress JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 Table V – Regression model fit summary Further, the relationship between role stress and job satisfaction was statistically significant (Table VI and Table VII), F (328.451, p < 0.001 with adjusted R squared of 0.574. Role stress was influenced the job satisfaction by 57.4% while other variables were not studied in this study were influenced job satisfaction by 42.6%. Both R squared were indicated as adequate goodness of fit (Read, 1998). Table VI – ANOVA result Table VII – Regression model fit summary Hypothesis testing and result As shown in table VIII, the result showed that mobile technology use (β = 0.323, p < 0.001) had positive relationship with roles stress. The positive relationship means increase of frequency mobile technology use would increase role stress. Thus, H1 was not supported. Table VIII – Multiple regression coefficients Hypothesis 2 predicted a negative relationship between supervisor support and role stress. The standard regression supports H2. Supervisor support (β = -0.356, p < 0.001) negatively significant to role stress which means higher supervisor support would resulted low role stress. Job insecurity (β = 0.604, p < 0.001) was found had positive relationship with role stress. In other word, increasing in perceived job insecurity would increase the role stress. Therefore, H3 was supported. The result is also indicated that replication of hypothesis 4 (role stress to job satisfaction) was supported. As shown in table IX, role stress (β = -0.759, p < 0.001) had negative relationship with job satisfaction. This means increases of role stress would decrease employee’s job satisfaction. Table IX – Regression coefficient Further, researcher tested the direct and indirect relationship among mobile technology use and job satisfaction. The data analysis found that there is no significant direct relationship between mobile technology use and job satisfaction (β = 0.041, p = 0.247). The indirect effect of role stress as mediating variable, is tested by using Hayes’s Process Procedure for SPSS. The confidence interval was 95% with number of bootstrap samples are 5,000. The range of BootLLCI and BootULCI is -0.2477 to -0.0973. Since it does not contain zero, therefore there is mediating effect. Further, this was tested by including total direct and indirect effect of mobile technology use on job satisfaction. However, these paths failed to improve fit significantly. Therefore, H5 was not supported. Based on the regression analysis, supervisor support had significant direct positive relationship with job satisfaction (p< 0.001). Further testing is performed to check whether role stress mediates supervisor support and job satisfaction. The table X shows that role stress mediates the relationship between supervisor support and job satisfaction. There was indirect effect of role stress as mediation variable since range of BootLLCI and BootULCI is 0.1559 to 0.3392 (does not contain zero). Therefore, H6 was supported. R R Square Adjusted R Square Std. Error of the Estimate Durbin- Watson 1 .827 a .684 .680 0.47 1.881 Model a. Predictors: (Constant), mobile technology use, supervisor support, job insecurity b. Dependent Variable: Role stress Sum of Squares df Mean Square F Sig. Regression 99.892 1 99.892 328.451 .000 b Residual 73.600 242 .304 Total 173.491 243 Model 1 a. Dependent Variable: Job satisfaction b. Predictors: (Constant), Role stress R R Square Adjusted R Square Std. Error of the Estimate Durbin- Watson 1 .759 a .576 .574 0.55 2.092 Model a. Predictors: (Constant), Role stress b. Dependent Variable: Job satisfaction Standardized Coefficients B Std. Error Beta (Constant) 1.804 .246 7.329 .000 Mobile technology use .239 .028 .323 8.537 .000 Supervisor support -.299 .033 -.356 -9.117 .000 Job insecurity .531 .033 .604 15.888 .000 a. Dependent Variable: Role stress Model Unstandardized Coefficients t values p values 1 Standardized Coefficients B Std. Error Beta (Constant) 7.346 .164 44.760 .000 Role stress -.773 .043 -.759 -18.123 .000 a. Dependent Variable: Job satisfaction 1 Model Unstandardized Coefficients t values p values JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 Table X – Mediating effect test (supervisor support – role stress – job satisfaction) Based on the regression analysis, job insecurity had significant direct negative relationship with job satisfaction (p<0.001). This study found that role stress as mediation variable increases the effect of relationship between job insecurity and job satisfaction. Table XI shows that result of Process analysis described ranged of BootLLCI and BootULCI from -0.5081 to -0.3265 (does not contain zero), it means that there is mediating effect. Therefore, H7 was supported. Table IX – Mediating effect test (job insecurity – role stress – job satisfaction) CONCLUSION During pandemic Covid-19, employees in Jabodetabek were experiencing WFH. This study provides evidence about relationship between mobile technology use, supervisor support, job insecurity, and role stress and job satisfaction during WFH in pandemic Covid- 19. First, researcher found that mobile technology use is positively related to role stress, which is not consistent with previous study. In previous study, mobile technology use helped sales person achieved sales target during normal working condition (non- pandemic and non-WFH). Those devices helped sales person to increase job control and deal effectively with high job demand. Previous study was also exclusively focus on use of mobile technology during working hours. In this present study, respondents were randomly sampled to employees were experiencing WFH during pandemic. We found 75% of employees were working as support functions such as Finance and Accounting, Human Resource and Information Technology and other support departments. Meanwhile, employees worked on sales and marketing department represented 12% from total respondents. In terms of position level, 39% of respondents are senior staffs and below, 49% are represents supervisor up to managers and 12% are general manager up to directors. As hierarchically, manager is a middle level management position below top management and above first level of supervision (Wooldridge et al., 2008). Thus, manager is a supervisor as well as he/she is being supervised (Dutton & Ashford, 1993). Manager is more susceptible to role stress than others position (Srivastava et al., 1994; Balogun, 2003). Business disruption, turbulent, downsizing of organization, decentralization have impacted role stress of manager (Dopson & Stewart, 1990; Parker, 2005; Harding et al., 2014). One of turbulent facing by organizations recently is pandemic Covid-19. Researcher found that, during WFH in pandemic Covid-19, frequency of using mobile technology increases role stress. Mobile technology use is expanding scope of work. This increase employee’s effort on adapting mobile technology (Rangarajan et al., 2005), especially on new virtual meeting application and interface technology between laptop, smartphones and office’s server or system. Mobile technologies were associated with role overload since user work harder to understand these technologies and used them remotely (WFH). Skill discrepancy was one of difficulties in learning technology (Tarafdar et al., 2007). Around 74% of respondents are working in big companies. Most of big companies have own integrated systems to support their business. Company’s system have to be integrated with employee’s laptop and smartphone to keep all employees have connected to main system in office’s server. This may require interface system or application. For some companies, this interface is newly adopted during pandemic. Those efforts create role stress by increasing role overload. By using mobile technology, employees are expected to work as faster as in normal conditions at office. Laptop, smartphones and virtual meeting application are enabled employees to do multitasking. This creates feeling of having/solving many tasks/problems at the same time. Excessive multitasking makes someone difficult to focus on one task in certain period of time. As the result, there will be no enough time to complete the tasks/job. It definitely increase Indirect effect(s) of X on Y: Effect BootSE BootLLCI BootULCI Role_st .2466 .0467 .1559 .3392 Partially standardized indirect effect(s) of X on Y: Effect BootSE BootLLCI BootULCI Role_st .2918 .0508 .1920 .3899 Completely standardized indirect effect(s) of X on Y: Effect BootSE BootLLCI BootULCI Role_st .2890 .0536 .1825 .3949 Indirect effect(s) of X on Y: Effect BootSE BootLLCI BootULCI Role_st -.4145 .0459 -.5081 -.3265 Partially standardized indirect effect(s) of X on Y: Effect BootSE BootLLCI BootULCI Role_st -.4905 .0465 -.5844 -.3987 Completely standardized indirect effect(s) of X on Y: Effect BootSE BootLLCI BootULCI Role_st -.4636 .0449 -.5519 -.3719 JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 role overload as one of component of role stress. WFH is one of telecommuting practice. Through telecommuting, employees are able to extend working hours at home due to expectation in responding e-mail and completing job timely. Perception of role overload was increased due to mobile technology use since organization, customers, users, clients expecting employee to be available and responsive in dealing with deliverables, meetings and deadline (Duxbury et al., 2014; Vandelannoite, 2017). We found that almost 80% of employees were experiencing at least 3 days a week of WFH during pandemic. Mobile technology (laptop/pc, smartphones and virtual meeting application) make employees plugged in all day during WFH, which caused exhaustion (Ferguson et al., 2016; Vandelannoite, 2017). Job information overload through emails and messages application on laptop and smartphones increased role overload and role ambiguity. Employees didn’t know what to do first and prioritize tasks (Tarafdar et al., 2007). Extension of mobile technology through virtual meetings has increased information flow and communication in the organization. Virtual meetings application were emerged and developed during pandemic. Number of individuals participating is becoming larger through virtual meetings (Foster et al., 1984; Huber 1990). Multiple virtual teams can created role conflict when it operate differently (Atanasoff and Venable, 2017). An employee may join two or more teams that simultaneously work. This increases role set of individual which create role conflict and increase role stress (Tarafdar et al., 2007). Suhardi et al., (2020) found that use of virtual meeting technology during WFH in pandemic condition leads to frustration especially in dealing with technical issues and virtual meeting platform. Despite virtual meeting application has positive impact on productivity of employees, it cause exhaustion as well to employees. In this context, employees who using mobile technology to meet his/her job role expectation, experienced exhaustion and increased role stress. Direct relationship between mobile technology use and job satisfaction was not significant as well as total effect of technology use through role stress toward job satisfaction. Second, this present study proposed that supervisor support has significant negative relation to role stress. The data analysis displayed that the hypothesis is supported. This is consistent with previous study (Babin and Boles, 1996). Furthermore, role stress is mediating the supervisor support and job satisfaction of employees during WFH in pandemic condition. Supervisor support is important to protect employees from role stress during WFH in pandemic condition. This is consistent with Job Demand Control model. WFH during pandemic creates social distance between employee and his/her superior as well as reducing coaching session. A problem may solve in couple of minutes discussion in normal working condition. However, WFH is reducing physical interaction and face to face discussion, as the result, it may create miscommunication and delay in decision making. Isolation from colleagues and friends was one of the disadvantage of WFH (Messenger, 2019). One of challenge of physical distance practice in Indonesia was society communication culture (Rahman, 2020). Indonesian are friendly, used to collaborate each other (gotong royong) and had close relationship called guyub. In cultural sociology of Sundanese, need of face to face communication was very important (Rosidi, 2020). Further, Indonesian believe that physical communication is one of appreciation to others (Hidayat et al., 2018). Further, supervisor’s characteristic was involved in communication and interaction. Passive supervisor was increased role stress (Barling and Frone, 2017). Kaushik and Guleria (2020) found that WFH may disengage employee from supervisor. Attention from direct superior was lessening role stress and increase job satisfaction. Most of respondents agreed that supervisor support is very helpful in reducing role stress. Third, researcher found that perception on job insecurity is positively related to role stress which support previous studies. The data analysis showed there was indirect effect of role stress as mediation variable between job insecurity and job satisfaction. This is support the Job Demand Resource model as job insecurity is one of variable of job demand. Job insecurity was the most frequently examined stressor of role stress involved in recession condition (Hellgren and Sverke, 2001). Other study found that role stress was increased after business recession and downsizing organization (Tombough and White, 1990). Role stressor consistently correlate negatively with job satisfaction (Pozner and Randolph, 1980). Business and industries were slowed down during pandemic which directly impact to business performance. Many commercials laid off their JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 employees. This condition creates insecure feeling and relates to job loss, physiological strain of powerless position and ambiguity of continuity employment (Yaslioglu et al., 2013). Around 74% of respondents were working in big companies and they’re felt that their job are secure in the future despite of economic downturn due to pandemic. Big companies were used to engage in downturn condition and have a business recovery plan. This creates employee’s confidence and increase their satisfaction. Finally, confirming other studies, researcher found that role stress has negative relationship with job satisfaction. Failure in preventing role stress creates low job satisfaction perception. Practical Implications The research findings showed that during pandemic condition, employees in Jabodetabek are exposed to new working environment applied by businesses and industries. Adoption of WFH were facing challenges in early period of pandemic. WFH is required employees to engage with mobile technology and its applicable application to perform and deliver same result as normal condition (work at office). This present study showed that high frequency of using mobile technology such as laptop/pc, smartphones and virtual meeting application have a positive significant relationship to employee’s role stress. WFH policy should be established by employers to facilitate new working behavior and in other hand handling business requirements. Human Resources and Information Technology (HRIT) division have an important role to maintain balance of its policies. Some policies should be rigid, meanwhile others policies could be more flexible. Use of digital technology is a requirement for employees who working from home. Employees should be able to use devices, applications, software, VPN and Internet of Things related to job. HRIT is required to socialize and on line train their employees in using the mobile technology devices, including related software, etc. Employers have to ensure that WFH’s employees have full access of hardware, software, internet access, applications and provide on-line technical support for troubleshooting. The information communication technology (ICT) policy is one of the rigid rule to be complied by employees during WFH. Right of use of those properties provided by employers only for job related and company business only. They have to understand and abide ICT policies in order to safeguard company’s data, security and confidentiality. Any harm of ICT policies will bear the consequences. This study found that higher frequency of using mobile technology is leading to role stress. Normal working hour policy is suggested to be applied to balance the loading of work. Employees are required to work in normal working hours during WFH except for some employees, who are experiencing of work home conflict, have flexible arrangement of his/her working hours permitted by employers. However, weekly working hours and job responsibilities may not be changed. Employers may support WFH policy with providing employees with ergonomic tools such as move available office chair and desk to home. This would help employees avoid high exhaustion during long hours deal with mobile technology. Those modified policies make employees understand regarding WFH term and condition as well as comfort in using mobile technology to perform their job well. Supervisor support was found as an important factor that reduce employee’s role stress during WFH. Challenges of WFH are lack of communication and interaction between employee and his/her superior/supervisor. Employees felt disengaged with organization and his/her supervisor. As previously said, isolation from social life may be added mental strain. HR division have an important role to keep employees engaged during WFH. Middle level management including supervisor should be trained how communicate effectively and keep control on their subordinates during WFH. HR may provide them with virtual coaching training, webinars and so on. Hybrid WFH policies may be applied during pandemic with tight health protocols. Employees may have roster schedule to work or meeting at office to lessen miscommunication amongst coworkers or supervisors. On the other hand, HR should emphasize employees to comply with health safety protocols at office, provide meeting rule and perform regular office sanitation. HR should create policy for employees who scheduled work from office need to submit online health assessment in application one day before. Honesty is a key here. The health assessment have to be approved first before employees come to office. Any Covid-19 symptoms post working at office to be reported immediately to track close contacts and avoid spreading. Other policy to be considered is on line counselling to sense employee’s feeling JURNAL AKUNTANSI, MANAJEMEN DAN EKONOMI , Vol. 23, No. 2, 2021, pp. 20 - 33 and overcome their difficulties in doing WFH during pandemic. Those policies set clear WFH’s rules and support from employers may alleviate phycology strain as well as improve supervisor’s skill in terms of communication in supporting subordinates to lessen pressure of role stress. Pandemic Covid-19 was impacted to business going concern especially for small to medium business. Big business or organization can be survived because of their capital structure, experience and business strategy. However, many businesses were closed, downsized and laid off their employees. Perception on job insecurity during pandemic have impacted to employee’s role stress and job satisfaction. It should be managed properly since organization need to ensure the business continuity as well as employee’s productivity. HR should pay attention on quantitative and qualitative dimension of job insecurity. Quantitative dimension represents concern on current job continuance and qualitative dimension represents concern on loss of job feature for example career promotion, compensation and benefits. Leaders have to engage with employees in uncertain condition to ensure that they are aware of employee’s anxiety and ambiguity. Leaders need to open about organization’s condition and strategy to cope with uncertainties including postpone salary increase, promotion or even reduce compensations, benefits and bonuses. For example, instead of permanent layoff, HR may offer unpaid leave policy during pandemic. However, the purpose of those policies should deliver to employees clearly which to keep business survive. Those policies may apply flexible in accordance to organization financial condition. Financial assistance policy may be determined to help employees dealing with WFH and pandemic such as reimbursement of certain costs of internet connection, sanitization stuffs, taxi/cab cost for roster employees work at office (to avoid public transport such bus, train and so on) and provided office lunch (to avoid crowd during break). Those policies may be applied by organization to reduce perception on job insecurity as well as lessen role stress and increase job satisfaction. Finally, WFH practice in Jabodetabek is a new phenomenon due to pandemic Covid-19. WFH during pandemic may be different with flexible working practices applied by few international companies in Indonesia. This phenomenon creates shock in working behavior. Organizations are expected to learn from this phenomenon in order to provide sufficient resources, develop policies and apply appropriate strategies. HRIT may redefine organization policies related to this new working behavior and set whether to apply it rigidly or flexible/elastic in accordance to each organization’s condition and aligned with its organization culture. Limitation and Future Research This study has several limitations which could be opportunities for future study. This study proposed three factors may affect role stress and job satisfaction during WFH in pandemic condition, which are mobile technology use, supervisor support and perception of job insecurity. Future research should examine other factors that affect role stress and job satisfaction such as organizational support, co-worker support, family work conflict, technostress, autonomy and characteristic of work. This study is focusing on employee’s perspective. The future study may focus on exploring from organization’s perspective to expand the understanding of factors may affected role stress and job satisfaction. Future research may explore on the qualitative dimension of use mobile technology and psychological consequences. Samples of respondents could be expanded outside Jabodetabek and timing of questionnaire survey may be extended. Future research may include additional outcomes (e.g. job performance or job productivity). Finally, future research may exploring which of HRIT policies to be applied rigidly or flexible. In conclusion, this present study is one of the few attempts in capturing the relation between mobile technology use, supervisor support, job insecurity, and role stress and job satisfaction during WFH in Covid-19 pandemic. This study contributes to companies in terms of HRIT strategies and policies in arranging WFH or telecommuting practices as well as organization behavior. 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