Remote e-Workers’ Psychological Well-being and Career Development in the Era of COVID-19: Challenges, Success Factors, and the Roles of HRD Professionals

Abstract

The Problem As most employees have been forced to work from home during the COVID-19 pandemic, there is considerable concern about how to preserve employee health and well-being by supporting their work in this unpredictable situation. In this sense, research highlighting how to support remote e-workers in the COVID-19 pandemic era is urgently needed to inform scholars and practitioners about effective strategies and interventions to support remote e-workers. The Solution By reviewing conceptual and empirical studies, we discuss the challenges of remote e-workers from the perspective of psychological well-being. We also summarize the factors that support psychological well-being. Based on the findings, we suggest how human resource development (HRD) professionals can support remote e-workers’ psychological well-being and career development in the COVID-19 pandemic era. The Stakeholders This article has relevance for scholars, scholar-practitioners, and practitioners who are interested in seeking ways to support remote e-workers from an HRD perspective across countries, disciplines, and contexts in the COVID-19 pandemic era.

Remote work and the COVID-19 pandemic: An artificial intelligence-based topic modeling and a future agenda

“…On the positive side, remote working ensures that fewer people get exposed to large gatherings, thus reducing the spread of infections ( Aum et al, 2021 , Alipour et al, 2021 ). However, most researchers argue that remote working creates individual, social, and work-related situations that lead to deterioration in health and well-being ( Park et al, 2021 , Park et al, 2021 ).…”

Developing flourishing among employees in the college sport workplace

“…coordination of task designs, boundaries, and assignment from direct supervisor to follower; Oldham and Fried, 2016) to shape strategic practices, including healthy supervisor attitudes, to cultivate flourishing among employees can be accomplished by relying on an HRD philosophy to generate opportunities for professional development and engagement (Svensson et al , 2021). For example, managers can design interventions to develop characteristics of individual job engagement to reinforce employee well-being and expand their career decision-making processes in a positive way (Park et al , 2021). In accordance with HRD, the work-related experiences of intercollegiate athletics employees pertaining to their developmental and flourishing opportunities could be further assessed with managerial engagement considerations such as time-related (e.g.…”

Capturing Changes in Residential Occupant Behavior Due to Work from Home in Japan as a Consequence of the COVID-19 Pandemic

“…According to a questionnaire survey conducted by PERSOL Research and Consulting Co., Ltd., (Tokyo 107-0062, Japan) only 23.1% of respondents worked from home in March 2020 and it was 45.8% as of November 2020 [3,29]. Working styles have changed significantly, and WFH has increased its relative importance so that both offices and homes are essential as working places.…”

“…Teleworking is organizational work performed outside of the normal organizational confines of space and time, augmented by information and communication technologies [2]. WFH is a form of teleworking, referring to working remotely from the worker's own home [3]. According to an estimation made by the International Labour Organization, only 7.9% of the workforce worldwide worked from home prior to the pandemic of COVID-19, but most of the governments of advanced countries ordered a lockdown or declared a state of emergency in 2020 [4].…”