Motivation and emotion/Book/2024/Remote work and stress

Remote work and stress:
How does remote work influence employee stress?

Multimedia presentation (3 min)

Overview

Case study: Sarah’s remote work challenges Figure 1: Woman suffering from stress at work Sarah, a project manager, transitioned to full-time remote work during the pandemic. Initially, she enjoyed the flexibility, but over time, she faced mounting stress with no clear separation between her home and work life. Sarah found herself working late into the night, struggling to maintain boundaries. The constant pressure to stay connected led to feelings of isolation, and virtual meetings became draining. Her productivity began to suffer, and she experienced burnout symptoms like trouble sleeping and anxiety. As her work-life balance deteriorated, Sarah realised that continuing down this path would only worsen her mental and physical well-being.

The fictional case study illustrates common challenges faced in remote work settings. Remote work has significantly expanded in recent years, particularly during the COVID-19 pandemic, leading to significant shifts in work-life dynamics. While remote work offers flexibility and autonomy, it also introduces new stressors that can impact an employees' mental health and well-being (Mann & Holdsworth, 2003; La Torre & De Sio, 2024). This chapter explores the key stressors associated with remote work, such as the blurring of work-life boundaries, social isolation, and technological overload (Cousins & Varshney, 2009; Toscano & Zappalà, 2020). The psychological consequences of these stressors, including anxiety, depression, and burnout, are discussed using insights from psychological theories, such as the job demands-resources model (JD-R model) and self-determination theory (Afonso et al., 2022; Trépanier et al., 2015).

Additionally, this chapter discusses practical strategies for managing remote work stress. These include setting boundaries between work and personal life, promoting virtual social connections, partaking in mindfulness techniques, and the role of organisational support (Geldart, 2022; Michel et al., 2014; Harunavamwe & Kanengoni, 2023). By integrating research and theory, this chapter provides a comprehensive understanding of how remote work influences employee stress, and offers evidence-based solutions for improving employee well-being (Perry et al., 2018; Charalampous et al., 2018).

This chapter addresses the following key questions:

Focus questions: How does remote work affect employees' mental health and well-being, particularly in terms of stress, anxiety, and burnout? What are the key stressors in remote work, such as the blurring of work-life boundaries, social isolation, and technological overload? What strategies can employees and organisations implement to manage remote work stress and improve overall well-being?

Psychological theories explaining the impact of remote work on employee stress and well-being

Stress and motivation theories

Job demands-resources model in remote work

Figure 2: Woman suffers burnout at work

The job demands-resources model (JD-R model) helps explain how specific elements of remote work influence stress and well-being. In this model, job demands such as excessive workloads, emotional strain, and the pressure to always be online contribute to burnout, while resources like social support and technological assistance can mitigate these stressors (Perry et al., 2018). The model emphasises that when job demands exceed resources, employees are more likely to experience strain and disengagement, which has been particularly evident in remote work contexts (Trépanier et al., 2015). For example, many remote workers experience "Zoom fatigue" from back-to-back virtual meetings, leading to emotional exhaustion (Grover et al., 2015). However, organisations that offer clear boundaries, flexible work hours, and technological support can help employees manage these demands, improving their well-being (Mérida-López et al., 2019). The JD-R Model therefore highlights the importance of balancing demands and resources to protect remote workers from stress and promote engagement.

Self-determination theory and autonomy in remote work

The self-determination theory (SDT) emphasises three core psychological needs: autonomy, competence, and relatedness, all of which are crucial in motivating individuals and maintaining their well-being. In remote work environments, employees often experience greater autonomy over their schedules and tasks, which can enhance their intrinsic motivation (Olafsen et al., 2017). This autonomy can be a double-edged sword: while it supports motivation and job satisfaction, it can also lead to stress if employees are not equipped with the necessary resources, such as managerial support or clear expectations (Trépanier et al., 2015). The lack of social connection—feeling disconnected from colleagues—can further exacerbate stress, undermining the potential benefits of autonomy (Doorn & Hülsheger, 2015). In contrast, when autonomy is paired with sufficient support and opportunities for social connection, it can significantly reduce stress and foster a more engaged and motivated workforce (Afonso et al., 2022). As remote work continues to rise, organisations must carefully balance autonomy with support to ensure employee well-being is maintained (Mann & Holdsworth, 2003).

Emotional intelligence and stress management

Emotional intelligence plays a critical role in managing stress, especially in remote work environments where social cues and emotional regulation can be more difficult. It involves the ability to recognise, understand, and manage one’s own emotions as well as those of others. Employees with high emotional intelligence are better equipped to handle stressors like isolation, workload, and communication challenges, using strategies such as mindfulness and seeking social support to mitigate their effects (Mérida-López et al., 2019; Grover et al., 2015; Doorn & Hülsheger, 2015). Additionally, emotionally intelligent workers can foster positive relationships with colleagues, even in virtual settings, which helps maintain social cohesion and reduce isolation (Trépanier et al., 2015). Organisations that support emotional intelligence through training and leadership can improve employee well-being and reduce burnout (Perry et al., 2018; Mann & Holdsworth, 2003). Ultimately, emotional intelligence serves as a buffer against the demands of remote work, helping employees build resilience and adaptability (Afonso et al., 2022).

Key stressors in remote work: blurred boundaries, social isolation, and technological overload

Blurring of work-life boundaries

Causes and consequences of blurred boundaries

Multiple factors contribute to the blurring of work-life boundaries in remote work. One major factor is the use of digital technologies that make employees perpetually reachable, creating an "always-on" work culture (Chesley, 2005). Employers and coworkers may expect immediate responses to messages or emails, regardless of the time, leading to stress and a constant need to stay engaged with tasks. Another contributing factor is the physical setup of remote workspaces—when work occurs in spaces associated with rest, such as a bedroom or living room, mental separation becomes harder to establish (Fujimoto et al., 2016).

The consequences of blurred boundaries are far-reaching, affecting both personal well-being and job performance. Employees who experience blurred boundaries report higher levels of fatigue and emotional strain, leading to decreased productivity and performance (Mamatha & Kumar, 2023). Additionally, when work interferes with personal time, it can create tension in relationships, as employees struggle to dedicate quality time to family and friends (Toscano & Zappalà, 2020). This disruption exacerbates stress, contributing to an unhealthy cycle where personal and work demands clash.

Strategies for reclaiming work-life balance

Reclaiming work-life balance in remote work requires both individual strategies and organisational support. One effective strategy is setting clear boundaries, such as designating specific work hours and creating a separate, dedicated workspace within the home (Lassen, 2017). These physical and temporal boundaries help signal the start and end of the workday, allowing employees to mentally switch off when the day is done. Moreover, establishing "tech-free" zones or hours can prevent employees from checking emails or engaging in work tasks during personal time (Derks et al., 2015).

Another critical approach is effective time management. Remote workers benefit from structured schedules that include regular breaks and personal activities to ensure that work does not consume the entire day (Fujimoto et al., 2016). Additionally, organisations play a vital role in supporting work-life balance by encouraging employees to take time off and avoid overwork. Implementing clear policies around after-hours communication and respecting employees’ personal time can help reduce the expectation of constant availability (Cousins & Varshney, 2009). By combining personal strategies with organisational support, employees can restore balance and protect their mental well-being in remote work environments (Toscano & Zappalà, 2020).

Social isolation and loneliness

Emotional and psychological effects of isolation

The emotional and psychological toll of social isolation in remote work can be profound. Research indicates that prolonged isolation can contribute to increased anxiety, stress, and feelings of loneliness, which can manifest in physical symptoms like headaches, sleep disturbances, and fatigue (Toscano & Zappalà, 2020). In remote settings, employees are often left to manage work-related challenges alone, without the immediate support of colleagues or supervisors, which can amplify feelings of stress and helplessness (Yıkılmaz et al., 2023).

The psychological impact of isolation extends to motivation and performance. Studies show that employees who feel isolated are more likely to experience a decline in motivation, which leads to decreased productivity and engagement at work (Mamatha & Kumar, 2023). Moreover, isolation can result in a negative feedback loop where feelings of loneliness reduce the desire to engage socially, further deepening the sense of isolation (Fujimoto et al., 2016). To combat these effects, it is essential for both employees and organisations to prioritise emotional well-being by fostering social connections and support.

Ways to maintain social connections while working remotely

Maintaining social connections in remote work is essential for mitigating the adverse effects of isolation. One effective strategy is organising regular virtual check-ins, both formal and informal, to foster communication and collaboration among team members (Derks et al., 2015). Virtual social gatherings, such as virtual coffee breaks or team-building activities, can replicate the casual interactions that occur in an office, helping employees feel more connected (Cousins & Varshney, 2009).

Encouraging the use of communication tools beyond emails, such as instant messaging or video calls, can also help bridge the gap between remote employees. These tools allow for more personal interactions, which can reduce feelings of isolation (Yıkılmaz et al., 2023). Organisations can support this effort by promoting a culture of openness, where employees feel comfortable reaching out to colleagues for both work-related and social conversations. By prioritising virtual social connections, employees can maintain a sense of belonging and community, even while working remotely (Toscano & Zappalà, 2020).

Technological stress ("Zoom fatigue," overload)

The rise of virtual meetings and digital communication has introduced a new form of stress known as "Zoom fatigue" or technological overload. Remote workers are often required to attend back-to-back virtual meetings, which can be mentally exhausting and reduce productivity (Derks et al., 2015). This constant exposure to screens, combined with the pressure to remain engaged during video calls, contributes to cognitive overload and stress. Employees report feeling drained after long days of virtual meetings, which negatively affects their work performance and overall well-being (Toscano & Zappalà, 2020).

Another factor contributing to technological stress is the expectation of constant availability. Many remote workers feel pressure to respond to messages or emails immediately, even outside of normal working hours, which can lead to burnout (Chesley, 2005). Organisations can help mitigate this by encouraging breaks between meetings, setting clear expectations for communication, and providing training on how to manage digital tools effectively. Addressing technological stress is crucial for maintaining both mental health and productivity in remote work environments (Lassen, 2017).

Effective strategies for managing remote work stress: setting boundaries, social connections, mindfulness, and organisational support

Setting boundaries and managing time

Practical tips for boundary setting

Boundary setting is essential for maintaining well-being in a remote work environment. One practical tip is to create a designated workspace that is separate from areas used for relaxation or family activities. This separation helps employees mentally switch between work and personal life, reducing the likelihood of overwork (Toniolo-Barrios & Pitt, 2020). Another tip is to set clear start and end times for the workday and communicate boundaries with colleagues and supervisors to manage expectations (Graves & Karabayeva, 2020). Scheduling regular breaks, including lunch breaks and short periods away from the computer, helps prevent burnout and maintains productivity (Raghuram & Wiesenfeld, 2004).

Additionally, employees should establish "digital boundaries" by limiting after-hours communication and avoiding work-related notifications during personal time (Sharma, 2023). For example, disabling email notifications after a set time each day allows workers to disengage and recharge. Organisations can support these boundaries by implementing policies that discourage after-hours communication and encourage employees to fully disconnect outside work hours (Geldart, 2022). These strategies help employees maintain a distinction between work and personal time, reducing stress and enhancing well-being.

Time management techniques for remote work

Figure 3: Time management illustration

Effective time management is crucial for preventing stress and burnout in remote work. One key technique is using time-blocking, where employees allocate specific hours of the day to particular tasks, helping them stay focused and organised (Sharma, 2023). Time-blocking not only increases productivity but also prevents work from spilling into personal time, thus supporting work-life balance. Another helpful method is the Pomodoro technique, which involves working in focused intervals (usually 25 minutes), followed by short breaks. This approach keeps employees refreshed and prevents fatigue from long, uninterrupted work periods (Michel et al., 2014).

Prioritising tasks based on importance and urgency is another essential time management strategy. Remote workers often juggle various responsibilities, making it important to distinguish between high-priority tasks and less urgent ones (Graves & Karabayeva, 2020). Time management tools like to-do lists, calendars, and project management software can help employees stay organised and meet deadlines without feeling overwhelmed (Harunavamwe & Kanengoni, 2023). By applying these time management techniques, remote workers can improve their productivity and reduce the stress associated with managing their workload.

Avoiding social isolation in remote work

Social isolation is a significant challenge in remote work, but there are several strategies employees and organisations can implement to prevent it. One of the most effective ways to avoid isolation is through frequent, meaningful communication with colleagues. Scheduling regular video meetings for not only work-related discussions but also social interactions helps maintain a sense of community (Toniolo-Barrios & Pitt, 2020). Additionally, creating virtual “water cooler” spaces, such as dedicated chat channels for casual conversation, can replicate the spontaneous interactions that typically happen in an office setting (Sharma, 2023).

Organisations should also encourage team members to engage in collaborative projects, as teamwork helps reduce the sense of working in isolation (Geldart, 2022). Employees who feel connected to their colleagues are more likely to stay engaged, motivated, and mentally healthy (Raghuram & Wiesenfeld, 2004). Furthermore, developing a culture of openness and trust can encourage employees to reach out for help or support when they feel isolated. By prioritising regular, transparent communication and team collaboration, organisations can help remote workers avoid the detrimental effects of social isolation (Harunavamwe & Kanengoni, 2023).

Mindfulness and stress-reduction techniques

Mindfulness has been shown to be an effective tool in managing stress, particularly in remote work environments where employees may experience high levels of anxiety, fatigue, and mental overload. Mindfulness practices, such as meditation and breathing exercises, can help remote workers maintain focus, manage stress, and achieve a better work-life balance (Michel et al., 2014). Incorporating short mindfulness sessions into the daily routine can improve concentration and mental clarity, allowing employees to approach their tasks with more calm and focus (Toniolo-Barrios & Pitt, 2020).

Organisations can support mindfulness by providing resources, such as mindfulness apps or workshops, that teach employees how to incorporate these practices into their daily work routine (Geldart, 2022). By encouraging regular breaks for mindfulness exercises, companies can help remote workers reduce stress and improve mental health. Additionally, mindfulness practices can enhance emotional regulation, which is key to maintaining resilience in high-stress situations (Raghuram & Wiesenfeld, 2004). When embraced by both employees and organisations, mindfulness can serve as a powerful stress-reduction tool, promoting overall well-being and work productivity.

Organisational support and resources

Organisational support is essential for reducing remote work stress and ensuring employees have the tools they need to succeed. This support can take many forms, including providing the necessary technology and resources, offering mental health programs, and fostering a culture of work-life balance (Graves & Karabayeva, 2020). Clear communication from management about expectations and boundaries helps employees avoid overwork and stress related to unclear job demands (Sharma, 2023).

Furthermore, providing access to mental health resources, such as counselling services or employee assistance programs, can help employees manage stress and maintain well-being (Harunavamwe & Kanengoni, 2023). Managers also play a critical role in offering regular feedback and check-ins, which help employees feel valued and supported in their roles. Organisational support, when effectively implemented, not only improves employee mental health but also enhances job satisfaction and productivity (Geldart, 2022). Ultimately, remote work success depends on the level of support and resources that organisations provide to their employees.

Test yourself! Answer these true of false questions and then click "Submit": 1 According to the job demands-resources model, if remote workers have high job demands but also sufficient resources, they are less likely to experience burnout: True False 2 Blurred boundaries between work and personal life in remote work are mainly due to poor time management skills: True False 3 Mindfulness practices are shown to reduce both emotional exhaustion and isolation in remote work environments: True False

Case study: Finding balance and well-being To address her growing stress, Sarah took concrete steps to improve her work-life balance. She set firm work hours, created a dedicated workspace, and disconnected from work communications outside these hours. These boundaries helped her regain control over her personal time. She also reconnected with her colleagues through virtual coffee breaks, easing her sense of isolation. Additionally, Sarah began practicing mindfulness, which helped her manage stress and maintain focus. With support from her manager, she felt less overwhelmed and more in control of her workload. As a result, her productivity improved, and she experienced better sleep and reduced anxiety. Through these changes, Sarah was able to manage her remote work challenges more effectively, showing that with the right strategies and support, remote work can become more balanced and sustainable.

Conclusion

Remote work has fundamentally transformed how employees engage with their professional lives, offering flexibility and autonomy while simultaneously presenting new challenges. The shift to remote work has blurred the boundaries between work and personal life, often leading to increased stress, burnout, and a sense of isolation (Cousins & Varshney, 2009; Mann & Holdsworth, 2003). These issues highlight the importance of understanding psychological mechanisms, such as balancing job demands and resources, autonomy, and the emotional and social aspects of work (Trépanier et al., 2015; Olafsen et al., 2017).

Managing these stressors requires a multifaceted approach, combining individual strategies with organisational support. Setting clear boundaries, managing time effectively, and fostering social connections are essential practices for remote workers to safeguard their mental health (Fujimoto et al., 2016; Lassen, 2017). Equally important is the role of organisations in promoting a supportive culture, equipping employees with the resources they need to succeed, including emotional intelligence training, mindfulness practices, and technological tools (Michel et al., 2014; Geldart, 2022).

The balance between flexibility and structure, autonomy and support, and technological engagement and human connection is crucial for remote work success (Perry et al., 2018; Afonso et al., 2022). Evidence-based strategies can help employees enhance their well-being, maintain motivation, and remain productive in remote settings. As remote work continues to evolve, both individuals and organisations must adapt, fostering resilience and creating a balanced, supportive environment that meets employees' psychological needs (Charalampous et al., 2018).

See also

• Flexible work arrangements and work motivation (Book chapter, 2019)
• Mindfulness (Wikipedia)
• Occupational burnout (Wikipedia)
• Remote work (Wikipedia)
• Remote work and well-being (Book chapter, 2024)
• Video conferencing fatigue (Book chapter, 2022)
• Work–life balance (Wikipedia)
• Workplace stress and motivation (Book chapter, 2019)
• Workplace mental health (Book chapter, 2020)
• Workplace mental health training (Book chapter, 2022)

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External links

• Managing stress in remote work (Mental Health Foundation)
• The future of remote work (World Economic Forum)