Remote, Hybrid, and On-Site Work during the SARS-CoV-2 Pandemic and the Consequences for Stress and Work Engagement

Wontorczyk, Antoni; Rożnowski, Bohdan

doi:10.3390/ijerph19042400

Cited by 42 publications

(46 citation statements)

References 97 publications

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“…The initial search strategies identified a total of 704 references, which were screened according to the topic of this review. A total of 24 studies (5,10,11,15,(28)(29)(30)(31)(32)(33)(34)(35)(36)(37)(38)(39)(40)(41)(42)(43)(44)(45)(46)(47) were finally selected (Figure 1). All the analysed studies were quantitative.…”

Section: Resultsmentioning

confidence: 99%

Relationship Between Psychological Distress, Burnout and Work Engagement in Workers During the COVID-19 Pandemic: A Systematic Review

Adanaqué-Bravo¹,

Escobar-Segovia²,

Gómez‐Salgado³

et al. 2023

Int J Public Health

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Objective: The psychological distress that the COVID-19 pandemic has produced has generated negative effects on workers, and in one way or another this has affected their work engagement within companies. The aim of this research was to assess the relationship between psychological distress, burnout and work engagement in workers during the COVID-19 pandemic.Methods: A systematic review was carried out following the PRISMA methodology, taking articles from the Scopus, Pubmed, and Web of Science databases from the beginning of the pandemic until November 2022. The methodological quality was assessed using the Joanna Briggs Institute (JBI) critical appraisal tools for non-randomised studies.Results: 24 articles were selected. All the articles found an association between psychological distress, burnout or other factors and work engagement.Conclusion: The COVID-19 pandemic has had an impact on work engagement and a negative relationship with psychological distress and burnout, hence the importance of companies taking measures to minimise levels of psychological distress and burnout.

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Section: Resultsmentioning

confidence: 99%

Relationship Between Psychological Distress, Burnout and Work Engagement in Workers During the COVID-19 Pandemic: A Systematic Review

Adanaqué-Bravo¹,

Escobar-Segovia²,

Gómez‐Salgado³

et al. 2023

Int J Public Health

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“…Although Shin et al (2000) note that there is still no consensus on a common description of the phenomenon of remote work, in general remote work can be described as an alternative way of organizing and performing work by which an employee works outside the employer's workplace for a significant part of their working time, providing the employer with work outcomes (results) using information technology and data transfer technologies, especially the internet (Narayanan et al, 2017;Wontorczyk & Rożnowski, 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

Self-organization of remote employees in Lithuanian companies

Staniulienė

Leonavičiūtė

2022

Problems and Perspectives in Management

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The paper deals with employees’ self-organization as a modern form of organizing a company’s activities in a remote work environment, which was eventual and challenging in the pandemic, but, undoubtedly, is being further developed in companies due to perceived benefits. The aim of the paper is to analyze the self-organization of remote employees. For research methodology, in a quantitative approach, a survey of 196 working remotely employees in various Lithuanian companies by size, industry or sector was conducted using a questionnaire to analyze their self-organization activities and capabilities at the individual, group and organizational level. The survey data were statistically processed and analyzed, indicating percentages, means, medians, standard deviations, and correlations. It was found that for the vast majority of employees (79-91% in different components), self-organization is most developed at the level of individual work while working remotely. This allows employees to achieve a work-life balance and greater job satisfaction. However, the involvement of remote employees via self-organizing of group activities and decision-making as well as solution of problems important to the company in a competitive environment, is not sufficiently developed. In practice, this means that self-organization of their individual work can be delegated to employees, but more efforts are needed to involve remote employees in management processes.

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“…Many have also adopted hybrid and remote work arrangements [ 22 , 23 , 24 ], which allow employees to be geographically dispersed and physically distanced [ 25 ]. While hybrid and remote work appears to have become a new normal in many corporations [ 26 ], employees in essential sectors, such as healthcare, have been required to increase their work hours and physical presence, in order to support operational demands. Most healthcare employees, particularly nurses, not surprisingly, are more psychologically disturbed and overworked.…”

Section: Introductionmentioning

confidence: 99%

Perceived Risk of COVID-19 and Employee Decision-Making: How Psychological Distress during the Pandemic Increases Negative Performance Outcomes among Healthcare Workers

Moyo

Bhappu

Bhebhe

et al. 2022

IJERPH

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In this research, we examined how COVID-19 impacts employee decision-making and performance, knowing that this virus has negatively affected public health, crippled economies, and transformed social and business environments across the globe. To quantitatively test our specific hypotheses regarding the effects of employees’ perceived risk of COVID-19 and psychological distress on negative performance outcomes, we surveyed 443 healthcare workers who were employed by a group of private hospitals in Zimbabwe. These essential workers were delivering day-to-day frontline services with high exposure to COVID-19 during the pandemic. We find that employees’ perceived risk of COVID-19 increases their disengagement, turnover intention, burnout, and low morale at a p < 0.05 significance level. These latter relationships are mediated by employees’ psychological distress at a p < 0.05 significance level. Our findings shed light on how the COVID-19 pandemic is affecting the cognitions and behaviors of the frontline workers who are vulnerable to this contagious disease. Turnover intentions are amplified among healthcare employees, due to their perceived risk of COVID-19 and the resulting psychological distress. Similarly, burnout becomes predominant as these workers worry about contracting the coronavirus due to the poor working conditions they face. As such, our research confirms that the pandemic has intensified the precariousness of work and challenge of managing employee performance, especially for frontline healthcare workers.

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Remote, Hybrid, and On-Site Work during the SARS-CoV-2 Pandemic and the Consequences for Stress and Work Engagement

Cited by 42 publications

References 97 publications

Relationship Between Psychological Distress, Burnout and Work Engagement in Workers During the COVID-19 Pandemic: A Systematic Review

Relationship Between Psychological Distress, Burnout and Work Engagement in Workers During the COVID-19 Pandemic: A Systematic Review

Self-organization of remote employees in Lithuanian companies

Perceived Risk of COVID-19 and Employee Decision-Making: How Psychological Distress during the Pandemic Increases Negative Performance Outcomes among Healthcare Workers

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