Factors Driving the Workplace Well-Being of Individuals from Co-Located, Hybrid, and Virtual Teams: The Role of Team Type as an Environmental Factor in the Job Demand–Resources Model

Abstract

(1) Background: An essential task for public health and industrial and organizational psychology specialists is maintaining employees’ workplace well-being. This has become more difficult with pandemic-induced changes (i.e., the shift to remote work and the rise of hybrid teams). This research adopts a team perspective to explore the issue of workplace well-being drivers. It is hypothesized that the team type (co-located, hybrid, or virtual) should be recognized as a unique environmental factor, resulting in the need for different resources for members of these teams to maintain their well-being. (2) Methods: A correlational study was conducted to systematically compare the relationship (its significance and importance) of a wide range of demands and resources with the comprehensively measured workplace well-being of members of co-located, hybrid, and virtual teams. (3) Results: The results confirmed the hypothesis. The significant drivers of well-being in each team type were different, and the ranking of the most important drivers within each team type varied. (4) Conclusions: Team type should be considered a unique environmental factor, even for individuals from different job families and organizations. This factor should be considered in practice and research employing the Job Demand–Resources model.

Structural relationships between workation attachment, workationer power, workation relationship quality, and workation intention

“…Secondly, statistical results show that Workationer power and Workation equity have a significant positive impact on Workation satisfaction. This highlights the importance for employers to safeguard Workationer power and equity, as these protections are crucial for overall workation satisfaction (Afshari, 2023;Shin et al, 2023;Grobelny, 2023). Lastly, the research results indicate that Workation satisfaction, Workation trust, and Workation equity have a significant positive impact on Workation commitment.…”

Factors That Impact the Dynamics and Effectiveness of Work Teams during the Implementation of Continuous Improvement Tools in the Manufacturing Industry: A Systematic Literature Review

“…However, it was difficult for organizations to work in work groups, since they tended to obtain negative or unsatisfactory results, low productivity, and conflicts between workers. Therefore, models and literature reviews are beginning to be proposed that help enhance the results of the work team, increasing the productivity of companies and employee satisfaction [35]. In that order of ideas, Jaca [36] mentions that the importance of teamwork is increasingly greater, not only from the point of view of its results in the organization but above all about the team itself and its members.…”