The role of remote work frequency on employee well-being

What is it about?

Hybrid working has become increasingly common globally; however, its impact on employees’ well-being is still debated. Research has shown mixed results, underscoring the need to delve into the relationships that link job characteristics and well-being in hybrid contexts and how remote work frequency may influence these dynamics. The objective of this study is to tackle these issues by testing a moderated mediation model of the relations between a job demand (i.e., workload), a job resource (i.e., role clarity), and well-being (anxiety and work engagement), focusing on the mediating effects of coping strategies and the moderating effects of remote work frequency. Data were collected from 1002 technical-administrative staff of a large Italian university during the final stage of the COVID-19 pandemic, when working remotely was no longer mandatory and a hybrid model prevailed. Findings showed that a higher workload led to higher anxiety and lower work engagement through an increase in avoidance strategies, while role clarity enhanced well-being by increasing approach coping and reducing avoidance strategies. Notably, the frequency of remote work did not moderate these effects. This study highlights that job design in hybrid contexts is related to well-being through coping strategies regardless of remote work frequency.

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Why is it important?

The results suggest the importance of integrating individual coping interventions with job redesign for all employees to improve well-being in hybrid work environments.