CHAPTER 2 - Remote and Hybrid Work Models

The COVID-19 pandemic sped up the shift to remote work, leading to lasting changes in human resource management. Gartner (2023) reports that 82% of organizations now provide flexible arrangements. To effectively manage remote teams, companies need to rethink performance metrics, communication methods, and organizational culture (Allen, Golden, and Shockley, 2015).

Key challenges include serious equity issues. (Emanuel and Harrington ,(2023) find that only 37% of jobs can be done remotely, leaving out many low-wage workers. "Zoom fatigue," digital presenteeism, and blurred work-life boundaries add to burnout (Fosslien and Duffy, 2020). Women often bear more domestic responsibilities during remote work, which could reverse progress in gender equity. IBM's decision in 2017 to reverse its remote work policy highlights the limits of scalability (Lister, 2017). Implementing such policies globally faces issues with infrastructure and legal complications.

Evolving Trends and Adoption Rates

Over the last couple of years, hybrid work has transformed from a temporary solution to a dominant working model for many organizations. In fact, early in 2025, about 37% of companies report having already adopted hybrid work arrangements. This rise reflects a more general evolution in how firms balance flexibility with in-person collaboration. Hybrid work is favored by many today because it offers the autonomy of remote work yet still captures the benefits of face-to-face interaction.

Productivity and Well-being

The positive impact these remote and hybrid work models have on the welfare of employees is perhaps one of their most cited benefits. Indeed, industry surveys consistently show that a majority of remote workers report being more productive, having a better work-life balance, and experiencing less stress than office workers. Allowing employees to work in environments that are more conducive to their personal needs offers them a better way to prevent burnout and enjoy their free time more. There is, however, one major caveat: without clear boundaries, there is also the risk of overwork, especially when visibility is expected from the employees.

Coordination, Culture, and Engagement Challenges

Despite the many benefits, hybrid and remote work models come with their particular set of challenges. When teams are divided between office workers and remote workers, coordination may suffer-information does not always flow as organically, and sometimes remote workers may feel "out of the loop." Maintaining vibrant company culture is also hard to achieve: those unplanned office interactions that build relationships are not as frequent in hybrid settings. Studies also indicate that in longer sessions, remote participants in hybrid meetings can have lower engagement, hindering their sense of connectedness and inclusivity.

Managing Risks: Burnout, Security & Equity 

A well-conceived hybrid or remote strategy should proactively mitigate the following risks. For example, remote employees may overcompensate by putting in longer hours to prove their worth, which could lead to burnout. On the security front, distributed work points increase cybersecurity vulnerabilities, demanding robust policies and secure access protocols. Hybrid models can also inadvertently create inequity: employees who go into the office get more visibility, mentorship, or career advancement than their fully-remote counterparts. All these challenges require thoughtful design, fair policies, and solid support mechanisms.

Disadvantages of Remote and Hybrid Work Models

• Reduced Collaboration and Communication Gaps

The arrangements for remote and hybrid often reduce spontaneous discussions and the quick sharing of ideas that would happen organically in a physical office. This slows down decision-making, reduces innovation, and creates misalignment among teams. Employees may feel disconnected if there's key information shared informally among in-office staff.

• Risk of Employee Isolation and Lower Engagement

Remote workers can feel isolated, less connected with peers, and have lower emotional bonds with the organization. This may lower their motivation, engagement, and belongingness over time. Hybrid workers can also feel excluded if more attention and opportunities are given to office-based employees.

• Unequal Access to Opportunities

In hybrid systems, physically present employees may get more visibility, faster promotion, and better access to networking. This can create an unfair divide between remote and on-site workers, widening inequality and reducing morale.

• Cybersecurity and Data Protection Risks

Distributed work significantly increases the number of access points to company systems. Home networks, shared devices, and public Wi-Fi expose organizations to threats like cyberattacks, phishing, and unauthorized data access. Compliance assurance becomes complex in these scenarios.

• Managerial and Monitoring Difficulties

Managing remote teams requires new skills, tools, and styles. Managers accustomed to supervising in person may find it hard to track performance, provide timely feedback, or detect early signs of disengagement. Some employers may also resort to excessive monitoring tools at the expense of trust.

• Technology Dependence and Access Issues

It requires stable internet, secure devices, and reliable platforms for remote work. Employees with weak connectivity or inadequate home setups suffer productivity losses. Technical issues interfere with and disturb workflows.

Theory for Remote and Hybrid Work Models

Job Characteristics Theory (JCT) (Hackman & Oldham, 1976)

Job Characteristics Theory (Hackman & Oldham, 1976) explains that employees are more motivated and satisfied when their jobs are designed to provide:

• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

Remote and hybrid work models increase Autonomy and flexibility, which are key aspects of JCT, enhancing employee engagement and performance.

How the JCT connects with Remote and Hybrid Work Models

Example: Flexible Work Hours

A company allows employees to work remotely 3 days a week and choose their working hours.

• Autonomy - Employees control when and where they work.
• Feedback -Managers use weekly virtual check-ins to provide progress feedback.
• Impact - Employee satisfaction rises, productivity improves, and retention increases.

References

• Gartner (2025) 9 Future of Work Trends for 2025, Gartner, 8 January. Available at: https://www.gartner.com/en/articles/future-of-work-trends
• Allen, T.D., Golden, T.D. & Shockley, K.M. (2015) ‘How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings’, Psychological Science in the Public Interest, 16(2), pp. 40–68. doi: 10.1177/1529100615593273.
• Emanuel, N. & Harrington, E. (2023) Working Remotely? Selection, Treatment, and the Market for Remote Work, Federal Reserve Bank of New York Staff Report No. 1061, May. Available at: https://www.newyorkfed.org/medialibrary/media/research/staff_reports/sr1061.pdf
• Fosslien, L. & Duffy, M.W. (2020) ‘How to Combat Zoom Fatigue’, Harvard Business Review, 29 April. Available at: https://hbr.org/2020/04/how-to-combat-zoom-fatigue
• Morphy, E. & Seebacher, N. (2017) ‘IBM Reportedly Ends Remote Working as Layoff Rumors Grow’, CMSWire, 15 February. Available at: https://www.cmswire.com/digital-workplace/ibm-reportedly-ends-remote-working-as-layoff-rumors-grow//?utm_source=chatgpt.com
• Hackman, J.R. & Oldham, G.R. (1976) Motivation through the design of work: Test of a theory, Organizational Behavior and Human Performance, 16(2), pp. 250–279. doi: 10.1016/0030-5073(76)90016-7