Occupational stress poses a significant threat to employee well-being and organizational productivity, especially during periods of crisis. Consequently, the COVID-19 pandemic transformed workplace structures and imposed unprecedented psychological and organizational demands on employees. This descriptive-correlational study examined the organizational wellness status, coping mechanisms, and work productivity of 63 employees at Centro Escolar University–Makati during the pandemic. Employing validated self-administered questionnaires, the study evaluated physical, mental, and emotional wellness, as well as coping strategies classified as problem-focused, emotion-focused, and less constructive mechanisms. Results revealed that employees experienced moderate organizational wellness (M = 4.03, SD = 0.45) and employed coping strategies at a medium level (M = 2.80, SD = 0.36). Mental and emotional wellness appeared relatively stronger than physical wellness, showing the challenges of prolonged remote work arrangements. A strong relationship between length of service and organizational wellness suggests that institutional experience adds to greater resilience, familiarity with organizational structures, and stronger support networks. Employees simultaneously demonstrated adaptive coping strategies and psychological resistance, revealing cognitive dissonance between productivity expectations and personal well-being during pandemic-induced work transitions. The findings bring to the fore the need for institutionalized organizational wellness programs that systematically address employees’ physical, mental, and emotional health. The study concludes that employee well-being during crises is influenced more by coping strategies and institutional experience than by demographic factors. It is therefore recommended that Centro Escolar University–Makati implement comprehensive workplace wellness initiatives, including mental health support services, stress management programs, and resilience-building interventions, particularly for employees with shorter organizational tenure. Such programs may strengthen employee adaptability, sustain productivity, and enhance long-term organizational resilience.
Pilao et al. (2026) studied this question.