Dissertation Topic 2

Emile du Preez
ID: 8611175125083
Student Number S239931
Dissertation
How work-from-home and hybrid-working models effect the
mental health of employees.
Student Number S239931 1

Abstract
In recent years, the adoption of remote work has significantly increased, partly influenced by
the COVID-19 pandemic. This shift has raised vital questions regarding its consequences on
mental health and how organizations can optimize these work arrangements to promote
employee’s mental wellbeing and maximize employees' performance and productivity. While
remote work offers many advantages including flexibility, increased productivity, and cost
savings, it also poses challenges and risks that make it unsuitable for certain industries and
situations and can affect employee’s mental well-being negatively as it can lead to feelings of
isolation and disengagement. This study aimed to investigate the effect of work-from-home and
hybrid-working models effect the mental health of employees through qualitative and
quantitative analysis, and reported on how organizations can best enhance the mental well-
being of their workforce. In conclusion, to ensure a healthy work-life balance and promote
well-being, organizations must actively address the challenges associated with remote work and
provide support systems, mental health resources, and opportunities for social interaction to
their employees. By doing so, they can mitigate the negative impacts and create a conducive
environment that prioritizes the mental well-being of their workforce, which will ultimately
lead to increased performance and productivity.

Acknowledgements
Michelle du Preez
Erika du Preez
Delta Built Environment Consultants
Bosch Projects

Table of Contents
CHAPTER 1: INTRODUCTION.................................................................................................6
1.1 Research aim and objectives..........................................................................................6
1.2 Research rationale..........................................................................................................6
1.3 Research questions.........................................................................................................7
1.4 Significance and background of research study..................................................................8
CHAPTER 2: LITERATURE REVIEW....................................................................................11
2.1 Remote working................................................................................................................11
2.2 Hybrid working operations...............................................................................................13
2.3 Client relationships...........................................................................................................14
2.4 Organizational culture.......................................................................................................16
2.5 Effect of remote work on mental health...........................................................................17
CHAPTER 3 RESEARCH METHODOLOGY.........................................................................19
3.1 Research approach and design..........................................................................................19
3.2 Research sampling............................................................................................................20
3.3 Description and sources of secondary data selected.........................................................21
3.4 Quality of secondary data.................................................................................................22
3.5 Secondary data ethical measures......................................................................................22
CHAPTER 4: RESEARCH FINDINGS.....................................................................................24
4.1 Introduction to the section................................................................................................24
4.2 Results including graphical illustrations...........................................................................24
CHAPTER 5: ANALYSIS OF THE FINDINGS.......................................................................33

5.1 Evaluation of findings.......................................................................................................33
5.1.1 Work from home and hybrid working arrangements.................................................33
5.1.2 Mental Health.............................................................................................................34
5.2 Re-assessment of Research Questions in relation to research findings and literature......39
5.2.1 Can working-from-home models and hybrid working models be as effective and
productive as office-based models?....................................................................................39
5.2.2 What strategies, changes and mechanisms can organizations use to manage, support
and safeguard the mental well-being of employees during remote work?..........................40
CHAPTER 6: CONCLUSION...................................................................................................42
Table of figures
Figure 1: Working from home prior to COVID-19.....................................................................25
Figure 3: Remote work trends.....................................................................................................26
Figure 2: Importance of remote work.........................................................................................26
Figure 4: Self rated mental health...............................................................................................27
Figure 5: Work from home and work-life balance......................................................................28

CHAPTER 1: INTRODUCTION
1.1 Research aim and objectives
The purpose of the research paper is to investigate the effect of working-from-home and hybrid
working models on mental health, and to identify the most effective strategies for organizations
to implement these models to maximise employee well-being. In recent years, the adoption of
remote work has significantly increased, partly influenced by the COVID-19 pandemic. This
shift has raised vital questions regarding its consequences on mental health and how
organizations can optimize these work arrangements to maximize employees' productivity. By
analysing various case studies, empirical data, and existing literature, the paper aims to uncover
the mental health repercussions when adopting working-from-home or hybrid models and
examine how these models influence work-life balance and job satisfaction. The research paper
will include a literature review, research methodology, a presentation and analysis of the
findings and a conclusion with limitations and further recommendations.
1.2 Research rationale
The COVID-19 pandemic has brought about various changes to people's lives, one of which
pertains to work. As a result of the pandemic, companies were compelled to mandate remote
work. Organizations endeavoured to continue with operations and business as far as possible
even though various limitations and restrictions were imposed by authorities during the
pandemic in order the stop and limit the spread of the virus. Nugraha, Wolor, and Yohana
(2022, p. 105) note that working from home has become and will continue to be a customary
practice for employees globally. Naturally, this arrangement presents both advantages and
disadvantages, affecting organizations and their employees. According to Gorjifard and
Crawford (2021, p. 68) organizations proceeded in implementing various flexible work
programs, including teleworking, flexible schedules, and part-time arrangements. Further to
this, Sengupta and Al-Khalifa (2022, p. 162) state that organizations have undergone a

significant transformation since 2020 as a result of accumulated experience, extensive research,
and awareness of emerging trends. An organization that can acknowledge the lessons learned
from the pandemic and adapt its current policies accordingly will gain a competitive edge and
strive towards sustained, if not enhanced employee health which might ultimately effect
performance. It is evident that the pandemic has led to remote work becoming a common
practice globally. This arrangement has both advantages and disadvantages for organizations
and employees. Opinions on remote working are divided, and there is uncertainty about its
permanent implementation and effectiveness. While the advantages associated with remote
work include increased job satisfaction and the opportunity for employees to spend more time
with friends and family, working from home does present certain challenges (Karanikas and
Cauchi ,2020, cited in Alassaf, Basem and Zsigmond, 2023, p. 88). There are doubts about its
effectiveness and employees' ability to be as effective and productive as during office-based
work, and whether employees can be trusted with their responsibilities when not being
managed and supervised. Various research exists pertaining to the effect of remote work and
hybrid working operations on employee’s welfare and job satisfaction, as well as its effect on
work- life balance. There is however a lack of research with regards to the effect of work-
from- home and hybrid models on employee well-being and on how this should be managed by
organizations and management effectively and sustainably. The purpose of this paper is to fill
this knowledge gap by exploring the effects of different working models on employee welfare
through qualitative and quantitative research.
1.3 Research questions
Ultimately, the core research questions revolve around the impacts of remote work and hybrid
work setups on employee mental well-being, alongside exploring strategies for organizations to
enhance it. Further questions that stem from the research question are:

 Can working-from-home models and hybrid working models be as effective and
productive as office-based models?
 What strategies, changes and mechanisms can organizations use to manage, support and
safeguard the mental well-being of employees during remote work?
1.4 Significance and background of research study
During the COVID-19 pandemic, working- from- home and hybrid working models became
widely adopted by organizations to ensure business continuity amid constraints and limitations
imposed to curb the spread of the virus. This experience provided firsthand insights into the
advantages and disadvantages of remote working operations, enabling organizations to
reconsider their approach to working conditions and how this effects the mental health of
employees. Homberg, Lükemann and Abendroth (2023) note that although working from home
has been around since long before the onset of the pandemic, recent advancements in
technology have made it more accessible and convenient, and organizations are now deciding
whether to return to fully office-based work or to adopt remote and hybrid models permanently.
Thomas (2022) states that coming to the office has numerous benefits and will continue to be a
crucial part of a flexible working approach. A considerable amount of work is no longer bound
to a specific time or a specific location and work-from-home and hybrid working models have
become the norm, providing workers with the flexibility to balance work and personal and
family commitments more efficiently. Naturally, there are advantages and disadvantages
associated with this shift, both for companies and employees. For companies, the advantages of
remote work include increased productivity, reduced operational costs, uninterrupted business
continuity, and decreased absenteeism (Dockery and Bawa,2014, p.165). Employees might
enjoy benefits which include an improved work-life balance, reduced stress, less anxiety and
fewer distractions as well as overall increased job satisfaction (Nugraha, Wolor and Yohana,

2022, pp. 105) as well as reduced commuting time and expenses, a relaxed dress code and
reduced office distractions (Sanders, 2022).
Flexibility enables organizations to attract a wider range of individuals, especially if their
employees have the freedom to determine when, how, and where they work in order to best
serve clients. Further to this, working from home can enhance employee performance by
providing employees with high flexibility and enabling them to create a conducive work
environment. Remote work allows employees to effectively juggle their work, family, and
social priorities. A favourable work-life balance not only improves performance but also
increases job satisfaction, as it reduces stress and van enhance overall happiness in the job
environment which can lead to an improved mental well-being (Nugraha, Wolor and Yohana,
2022, p 111). Work from home has also been observed to be linked with higher emotional well-
being scores, suggesting that holistically, individuals tend to have more positive working
experiences in their home environments compared to traditional office settings (Restrepo and
Zeballos, 2023).
However, the work-from-home and hybrid working models pose various challenges and can be
a double-edged sword, where on the one side employees can experience an increase in
flexibility and more time to spend with family, while on the other side they might experience
encroachment into personal and family time, which can lead to anxiety, stress and negatively
affect mental health (Gorjifard and Crawford, 2021). It has also been recorded that remote work
during the pandemic has been linked to higher levels of social isolation and work-related stress
conflicts within families. Distractions and increased consumption of food and alcohol had
detrimental effects on employee mental well-being. A recent study conducted in Portugal
revealed that employees working remotely felt the need to be constantly available online and in
contact with their coworkers, leading to higher levels of mental health related issues (Bodner et
al., 2022). Further to this, excessive screen time may further lead to decrease in mental health.
The importance of face-to-face interaction in maintaining a good organizational culture of

social interaction and collaboration should not be overlooked or underestimated (Thomas,
2022). Berger (2023) argues that the most effective way to interpret social signals and gauge
the reaction of the other person to your words is through in-person interactions between a
mentor and a mentee. However, in remote mentoring situations, the only viable alternative is to
rely on video conferencing platforms such as Zoom or Skype, which may further exacerbate the
already present issue of excessive screen time exhaustion. Sanders (2022) also argues that
remote working operations entail further risks and pitfalls, including strained client
relationships, decreased productivity and a second-rate office culture which can all have
negative effects on mental wellbeing. Work-from-home operations are not a one-size-fits-all
undertaking. Certain industries that require more physical, in-person approach such as
construction and healthcare (HRNews, 2022) are not conducive towards remote work. Work-
from-home arrangements has however proved to be efficient in industries such as marketing,
finance and accounting (Forbes, 2023). The effect of remote work and the nature of roles,
collaboration needs, and technology and infrastructure availability on mental health should be
considered when implementing remote work. Opinions on remote working are divided, and its
long-term effectiveness, sustainability and effect on an employee’s mental well-being remain
unclear. While remote working has its benefits, scepticism remains regarding its long-term
sustainability on employee welfare and how this should effectively be managed in to maximise
performance. It is important to consider the unique needs and systems of each organizations
workforce and culture before determining the feasibility of remote or hybrid working - there
unfortunately is no universal approach with regards to this.

CHAPTER 2: LITERATURE REVIEW
2.1 Remote working
The concept of remote working has been integrated into organizational operations for many
years, but its importance was significantly magnified by the COVID-19 global pandemic. The
pandemic brought about significant unexpected change in work practices, necessitating the
implementation of measures such as mandatory work from home, virtual teams and operations,
online work platforms as well as virtual management, monitoring and leadership. These sudden
shifts in work practices have proven to be challenging for both employees and organizations, as
they were unprepared to adapt to these sudden changes (Andrade and Lousã, 2021, as cited in
Sengupta and Al-Khalifa, 2022). Despite the initial disarray, working from home proved to be
an innovative solution for maintaining business operations and curbing the transmission of the
COVID-19 virus (Gorjifard and Crawford, 2021, p.64). Different opinions exist concerning the
advantages and disadvantages of remote working, its sustainability, and its impact on
productivity, profitability, and job satisfaction. Alassaf, Basem and Zsigmond (2023, p.2)
notes that the pandemic has brought significant attention to terms like working from home,
remote working, teleworking, home office, and telecommuting in academic research. These
terms have become popular due to the attractive conditions they offer, including flexibility in
work time and hours, increased independence in task performance, and higher job satisfaction.
There is sufficient evidence from various organizations supporting the positive and lasting
effects of remote work on businesses and specific industries overall. Working remotely can
result in reduced stress compared to being in an office setting, leading to improved
management of time and projects, ultimately enhancing performance. Additionally, remote
work can foster a healthier work-life balance, elevating employee morale and consequently
driving greater efficiency and performance. Ada Hiu and Cheung, 2022, highlight several
positive effects that are evident when individuals work from home, most significantly personal
and family well-being. According to Funk and Reddington (2022, p.1), the implementation of

remote work and work-from-home models resulted in a 13% increase in employee performance
and a 50% decrease in the employee attrition rate. Adopting a remote work setup can generally
provide less stressful working conditions compared to office-based work, leading to improved
time and project management and subsequently boosting performance. Working from home has
provided employees with several advantages, comprising enhanced work-life balance,
heightened work efficiency, and greater autonomy over their tasks (Angelici and Profeta ,2020,
as cited in Kagerl and Starzets, 2022, p. 234).
Contrary to this, there are numerous negative connotations to remote work. Some believe it is
less effective and feasible than traditional structured hours because it can hamper productivity,
reduce accountability, and limit collaboration without direct supervision and face-to-face
interaction. Hassan et al., 2023, notes that feeling disconnected, poor-quality training and
mentorship, delayed relationship building and skills development, poor communication and
decreased supervisory effectiveness are the most significant challenges presented by remote
work. Critics also argue that certain roles or industries are not suited for remote work and that
it can hinder creativity and innovation. Additionally, remote work can blur the boundaries
between work and personal life, leading to difficulties in unplugging and potentially causing
burnout and increased stress levels. Felstead et al. (2017) as cited in Gorjifard and Crawford
(2021, p.70) notes that the ability to balance work and household responsibilities made working
from home initially appealing due to the flexibility it offered. However, one drawback was that
there was no clear separation between work and personal time. Research showed that
individuals who designated a specific area for work were better able to focus, but the concept
of work-life balance became blurred. The literature identified two main issues: working longer
hours for less pay and difficulty switching off from work. Although there is a lack of extensive
research on the effects of remote work on occupational health, Bouziri et al. (2020) have
identified several health benefits and risks associated with this practice. The authors highlight
diverse psychological and behavioural risks that arise from having unstructured working hours,

such as an elevated likelihood of experiencing social isolation within professional networks, an
increased risk of balancing work and personal time, as well as potential impacts on diet, sleep
patterns, and addictive behaviours.
2.2 Hybrid working operations
Hybrid models, combining remote work and in-office operations, offer numerous advantages
for employees. With the relaxation of the strict social distancing measures implemented during
the pandemic, employees could slowly return to the office. This led to the widespread adoption
of hybrid working models, as companies realized the benefits of remote work, such as
increased flexibility and reduced commuting time. Subramaniam (2023) indicates that there is a
notable decrease in the percentage of workers who exclusively work from home. Concurrently,
there has been a significant rise in the number of individuals engaging in hybrid work
arrangements, where they divide their work hours between their residences and traditional
office spaces. While the pandemic acted as a catalyst, the popularity of hybrid working models
is expected to continue. One of the key benefits is the improved interaction it provides. With
hybrid models, employees can collaborate and exchange ideas with colleagues both in person
and virtually. This allows for a more dynamic and diverse range of perspectives, which can
lead to higher-quality discussions and decision-making. Moreover, hybrid models give
employees improved flexibility. By having the option to work remotely and in the office,
individuals can choose the work environment that suits them best. Some may prefer the social
aspects, organizational culture and camaraderie experienced in an office setting, while others
may value the flexibility and autonomy of remote work. By accommodating different
preferences, hybrid models foster a sense of inclusivity and make employees feel valued and
heard. According to Green et al. (2020) as cited in Gorjifard and Crawford (2021, p.69), the
work-family life balance of individuals is significantly impacted by the frequency of their work
from home routine. A reliable statistical analysis conducted before the pandemic revealed that
remote work improves job satisfaction, productivity, and reduces conflict between work and

family life. The study indicated that the positive influence of working from home on work-
family balance may diminish when it exceeds two or three days per week. The exact threshold
at which the correlation between the frequency of working from home and work-family balance
turns negative remains uncertain though. Research conducted by LinkedIn (2023), revealed that
the implementation of hybrid work has sparked concerns regarding the potential negative
effects on career progression due to reduced office time and visibility. According to a LinkedIn
study, 63% of Indians believe that remote work does not harm their careers. However, an equal
proportion also believes that their opportunities for career growth could be limited if they do
not spend enough time in the office. This perception may explain why 71% of Indians feel the
need to overcompensate when working from home, in order to demonstrate their dedication to
their work. The study further noted that the primary reason for workers to go to the office is for
social interactions, according to 43% of the respondents. Close behind are the desires to have
more efficient face-to-face meetings with co-workers (42%) and to build work relationships
(41%). The implementation of a hybrid work model can take various shapes and sizes. Workers
who are highly educated and earn high salaries, though they make up a smaller portion of the
job market, are more inclined to continue with hybrid work arrangements. Several factors,
including organizational objectives, productivity levels, costs related to office space and
resources, talent recruitment, and other considerations, may impact the ratio of hybrid work that
organizations opt for in the future (Lund et al., 2020, as cited in Gruinard and Crawford, 2021,
p.64).
2.3 Client relationships
There is a lot of discussion around the effects that remote work and hybrid working models
have on client relationships, especially in industries where stakeholder interaction and client
meetings are required on a frequent basis. Developing a healthy and long-lasting relationships
with clients is crucial for the continued success of any company. Cultivating strong
relationships based on effective communication and trust enables clients to feel more secure,

leading to improved customer retention, increased purchase frequency, enduring brand loyalty,
and a stronger connection to the brand (Adams, 2023). Cynics argue that not all roles or
industries are compatible with remote work. They contend that jobs involving hands-on
physical work or close interaction with clients or colleagues can only be effectively performed
in a traditional office environment. On the other side of the spectrum, some have experienced
that the client relationship improved during the pandemic. The Drum (2020) reported that
certain organizations experienced improved client relationships and increased opportunities for
virtual face-to-face interaction without the need for travel coordination or scheduling conflicts.
The ongoing discussion about the advantages and disadvantages of remote work and in-person
client meetings will continue, but ultimately, strong client relationships depend on two
fundamental aspects: delivering excellent work and maintaining consistent, transparent
communication. Hassan et al., 2023 notes that traditionally, the challenges faced in learning
and relationship development have been typically resolved by engaging in face-to-face
meetings with team members and clients. However, in a remote environment, the process of
overcoming these obstacles takes a different form. The main concern is that the development of
relationship skills with clients are delayed in a remote environment where in person meetings
are limited. Duncan (2021) indicates that clients rely on your interest and concern for them,
especially during difficult times. While videoconferencing has become a reasonable substitute
for face-to-face meetings, it is not as effective. There is nothing that can replace the
effectiveness and importance of building relationships in person. Even though clients have
shown flexibility and resilience during crises like the coronavirus pandemic and the need for
social distancing, it is always more effective to establish a genuine rapport and trust when
people can spend time together. Sharing a meal, for example, allows for casual conversation,
personal story sharing, and the discovery of commonalities and connections. Fortunately, there
are other ways to nurture and strengthen relationships even when it's not possible to meet in
person. Duncan (2021) lists 5 steps to ensure that client relationships are preserved during
difficult times:

 Master videoconferencing: Dress professionally, set up a clean office space, use proper
lighting and a good headset, smile and maintain eye contact with the camera, and avoid
appearing distracted.
 Ensure every video meeting is interactive: Utilize the whiteboarding feature for
collaborative brainstorming.
 If you haven't communicated with a client in a while and haven't met them in person,
call them or leave a voice message. Clients appreciate hearing your voice.
 Increase your social media activity: Share insights, comment on articles and posts, and
actively participate in LinkedIn Groups.
 Stay in touch through deliberate and frequent phone calls, texts, or emails about both
specific matters/deals and general topics of interest. Use calendar reminders if necessary
to maintain regular communication with your client.)
It is evident that although working from home may boost job satisfaction for some, it is not
always the preferred choice for employees who prefer strict office hours to maintain work-life
balance. Many individuals and organizations recognize the significance of in-person office
hours for fostering and nurturing personal and professional relationships. The belief is that
face-to-face interactions build stronger and more loyal connections between businesses and
customers, ultimately leading to improved profitability.
2.4 Organizational culture
Ingole (2022) notes that company culture is defined by the shared values, beliefs, attitudes, and
behaviours of the employees. The culture of a company is reflected in how employees interact
with one another, how decisions are made, how conflicts are resolved, and how success is
celebrated. It is a combination of the company's values, traditions, and norms that shape the
overall atmosphere and the way work is done. Braff (2022) notes that company culture expands

beyond in person relationships and that companies should offer flexible options to their
employees, while understanding that company culture is more than just a physical office. While
organizations can allow remote work, it has been recorded that a large number of employees
choose to come into the office for at least two to three days each week due to the ability of
some organizations to foster a company culture that encourages collaboration and enjoyment in
working with colleagues. In contrast to this, Gorjifard and Crawford (2021) highlight the
possibility that a company's organizational culture, which strives for perfection, can place
excessive demands on employees and subsequently disrupt their work-life balance. Zehir and
Karaca (2023) suggests that organizational culture is viewed as a vital component of the
organizational framework. Consequently, it is crucial for organizations to accurately identify
their culture before developing strategies in order to effectively adapt to changes and ensure
long-term sustainability. Research has shown that if the underlying ideas, paradigms, beliefs,
values, and norms remain unaltered, any attempts to enhance the organizational culture will be
inadequate.
Organizational culture is a complex and multifaceted aspect of any organization. It
encompasses the values, beliefs, norms, and behavioural patterns that define the collective
identity and character of an organization. It greatly influences the way employees think,
behave, and interact with each other, as well as with external stakeholders. However, it is
important to recognize that organizational culture is not a static entity; rather, it is an ever
evolving and dynamic component that needs to adapt and change in response to various internal
and external factors.
2.5 Effect of remote work on mental health
Remote work offers employees more flexibility and the ability to maintain a better work-life
balance, which can benefit companies and employees in the long run (Yec, 2022). The COVID-
19 pandemic has however brought about significant changes to our social and work
environments. Measures such as social distancing, lockdowns, and isolation, along with the fear

of contracting the virus, have deeply affected people's mental well-being. Additionally, the
suspension of work activities, loss of income, and uncertainty about the future have
compounded these challenges. How workplaces handle these aspects can either help to alleviate
or exacerbate the mental health struggles faced by individuals (Giorgi et al., 2020). Nursing
Standard (2020) highlights the concerns of a diverse team of 24 experts. This interdisciplinary
group includes individuals who possess personal experience with mental health conditions.
Their collective warning emphasizes the potential escalation of anxiety, depression, and
harmful behaviours, specifically due to the rise in social isolation. This important research
sheds light on the significant impact that increased social isolation can have on mental health,
especially on individuals with obsessive compulsive disorders or with a history of addiction.
Further to this, according to Delecta (2011) as cited in Gorjifard and Crawford (2021), the of a
lack of work-life balance can be seen in the form of stress, both in the workplace and outside of
it. This stress can lead to conflicts with colleagues and family members. Additionally, it can
also result in a decrease in job performance, dissatisfaction with work and personal life, and the
development of unhealthy coping mechanisms such as substance abuse. Overall, work-life
imbalance has implications on behaviour, personal life and family relationships which can all
negatively affect the mental welfare of employees. The impact of remote and hybrid working
models on organizational culture, client relationships and employee well-being is significant.
However, there is a noticeable absence of literature on how organizations can implement and
manage these models in order to best promote and preserve the mental well-being of its
employees and gain a better understanding of the consequences of remote work on various
aspects of employee welfare, such as job satisfaction, client relationships, work-life balance
social and organizational culture and performance.

CHAPTER 3 RESEARCH METHODOLOGY
3.1 Research approach and design
According to Tamminen and Poucher (2020) a research philosophy refers to a collection of
fundamental beliefs shaping the planning and implementation of a research investigation, and
various research philosophies present distinct perspectives on comprehending scientific
research. To delve into philosophical exploration of research questions and the subsequent
inquiries they generate, one must initially strive to attain a lucid understanding of the essence of
what is to be investigated (Pring, 2004, p. 6). In general, qualitative research in social science
seeks to eloquently portray, interpret, and elucidate the intricacies of social reality by utilizing
the power of language (Beuving and de Vries, 2014, p.19). This research project will utilise
secondary data exclusively in the form of a mixed method approach and methodological
triangulation by utilizing both quantitative (positivism) and qualitative (interpretivism) data.
Qualitative data, such as interview analysis, case studies, and narrative research, will be
collected and analysed alongside quantitative data including statistics and, experiments.
Quantitative studies are dependent on data that can be measured or expressed numerically.
Conversely, qualitative studies rely on personal narratives or documented evidence that provide
comprehensive insights into individuals' perspectives and societal responses. Combining both
quantitative and qualitative research methods is generally accepted to yield better results
compared to using them independently (Tzagkarakis and Kritas ,2023, p. 39) and by using only
one method can result in gaps in the research, but these gaps can be eliminated by adopting a
mixed approach. Positivism relies on the principles of objectivity, empirical evidence, and the
use of quantitative methods to study phenomena. Interpretivism, on the other hand, emphasizes
the role of human interpretation, subjective understanding, and qualitative methods in
uncovering the complexity and depth of social phenomena (Thompson, 2015). Qualitative data,
such as interview analysis, case studies, and narrative research, will be collected and analysed
alongside quantitative data including statistics and, experiments. By employing both

quantitative and qualitative methods in triangulation, the research will be able to identify and
analyse different aspects of the research question effectively. This approach allows for a
comprehensive and in-depth investigation of the research topic which will follow the five steps
as defined by O’Leary (2021) in secondary data analysis: defining the research question,
sourcing data from relevant sources, analysing the relevance of the data, ensuring its credibility,
and analysing the data to inform the research topic. There are several advantages to conducting
secondary data analysis. It is easier to obtain, and more time efficient and cost effective
compared to collecting primary data and existing databases provide access to information that
may not be otherwise available, especially when data needs to be sourced from different
organizations and locations. Secondary data is also often more reliable due to the resources of
large organizations (OpenLearn, 2020).
3.2 Research sampling
Sampling refers to the collection of evidence for the study at hand. Rabianski (2003) notes that
secondary data refers to information derived from sources that were not directly compiled by
the analyst. This data could either be published or unpublished material gathered for an
unrelated study. Secondary data is information that has been collected by someone else for their
own specific needs, but it has the potential to be valuable in other research projects. Further to
this, the use of secondary data is guided by certain assumptions (Alhassan, Reddy and Duppati,
2020). For this research paper, the choice of using data is based on the research questions and
data availability. The author in this study had specific questions that needed to be answered
using appropriate datasets, which were considered to be the most suitable proxies for the
investigation. Sampling of data for this research project will be based on the following three
questions as per Vogt, Gardner and Haeffele (2012, p.4):
- How should I proceed with my study to assemble evidence?
- What specific evidence is required to answer my research inquiries?
- What are the most efficient methods and sources to obtain it?

The secondary data for this research topic will include text from open data sources, consumer
surveys, academic publications as well as journals and books. The data analysis will involve the
sourcing of data that was originally collected for a different research project, whereafter the
data will be scrutinized to ensure its relevance and usefulness whereafter the data will be
examined, analysed, and repurposed for this report.
3.3 Description and sources of secondary data selected
As per Saunders, Lewis and Thornhill (2015) the sourcing and utilisation of secondary data is
fairly easy and accessible as the data is already obtained and processed. Secondary data can
come from a variety of sources, such as government reports, academic studies, industry
publications, or previous research studies. It is often used to provide background information,
comparative analysis, or to validate or refute findings from primary data analysis. The data,
however, will have to be repurposed, analysed or reinvestigated for the purpose of this report.
The main sources of the data will be text in the form of:
- Industry Reports and Surveys: Different organizations and research firms conduct
surveys and release reports on working remotely. These reports often offer insights,
statistics, and trends on remote work.
- Academic Research: Scholarly articles and research papers often contain valuable
information on remote work. Websites like Google Scholar, JSTOR, or academic
databases provided by universities can serve as helpful resources.
- Online Platforms and Communities: Websites like Statista, Data.gov, Glassdoor,
and LinkedIn may give access to relevant data or reports regarding remote work.
Additionally, various online communities or forums focused on remote work, such
as Remote.co or FlexJobs, may offer valuable insights or available data.
- Business and News Publications: Resources like Forbes, Bloomberg, Harvard
Business Review, and The Wall Street Journal frequently publish articles, market

analysis, and research reports related to remote work. These sources can provide
useful data and analysis on the subject.
- Government Databases: Numerous government agencies collect data related to
employment and work trends.
All data will be reviewed in terms of credibility, quality, ethics and reference before proceeding
in utilising the data.
3.4 Quality of secondary data
In field research, data quality refers to the extent to which the data collected aligns with the
research objectives. To ensure high data quality, it is crucial to have error-free data that
accurately represents the participants and is free from any biases (Simelane, 2022). Mulhern
(2010) notes that secondary data should undergo assessment based on various crucial factors.
Firstly, the data must be error-free and accurate. It should also align with the specific research
requirements at hand, meaning it must be relevant. The level of aggregation, along with the
units and time increments of the data, determine its relevance. Additionally, the data should be
easily utilizable, which implies that it should be presented in a format that is convenient to
work with. All data sampled in this research project will be scrutinised to ensure that it is not
only relevant, but also accurate and understandable before further analysis. Any inconsistencies
or anomalies identified will be addressed and resolved to ensure the accuracy of the data.
3.5 Secondary data ethical measures
Assuming all other factors are equal, ethical research demands high quality sampling, design,
and analysis. Carelessness in data collection and poor analysis techniques construes unethical
research (Vogt, Gardner and Haeffele, 2012, p.268). According to the World Health
Organization (2021), research ethics govern the code of behaviour for scientists engaging in
research. Adhering to ethical principles is critical to safeguard the dignity, rights, and well-
being of individuals involved in research. Thus, an ethics committee must review all studies

involving human subjects to ensure compliance with the relevant ethical standards. With the
growing ethical regulations surrounding social research, there has been a surge in interest
towards research ethics in the twenty-first century (Wiles, 2013). To truly fulfil its societal role,
scientific research, including social research, must adhere to standards. These standards ensure
the research findings are accurate and according to the needs of society and that the research
subjects’ rights are not violated. Integrity codes and research ethics are essential in upholding
these ethical standards and ensuring the ethical conduct of scientific practices (Lupu and Bîgu,
2022). Resnik (2020) indicates that the consequences of ethical breaches in research can have
severe detrimental effects on various stakeholders, including human and animal subjects,
students, and the general public. Ethical research involves conducting research in a morally
sound manner and adhering to established ethical principles. Key principles include obtaining
required consent, maintaining confidentiality and privacy, ensuring data integrity and
transparency, disclosing conflicts of interest and following responsible conduct of research
guidelines. This research project will utilize secondary data exclusively and no approval will be
necessary. Nevertheless, all relevant ethical guidelines will be strictly adhered to, including de-
identifying all relevant data and obtaining consent and permission as necessary, ensuring that
no harm or distress occurs as a result of the research publication.

CHAPTER 4: RESEARCH FINDINGS
4.1 Introduction to the section
As discussed in the literature review, this research project will rely solely on secondary data
using a mixed method approach and methodological triangulation. It will involve the use of
both qualitative (positivism) and quantitative (interpretivism) data. Qualitative data sources,
such as interviews, case studies, and narrative research, will be gathered and analysed,
complemented by quantitative data including statistical information and experiments. The
secondary research findings presented in this paper is information and data collected from
existing sources including open data sources, books, articles, reports, surveys and journals. The
research involves analysing and interpreting previously collected information to gain insights
into the research question at hand: How organizations can improve the mental health of
employees when making use of work-from-home and hybrid-working models. The author
considered it valuable and important to gather a broad range of knowledge relating to the
subject without conducting new data collection. By reviewing and synthesizing the existing
literature and data, the secondary research findings provide a comprehensive understanding of
the topic and will help to identify trends, patterns, and gaps in current knowledge. These
findings will serve as a foundation for analysis and further recommendations.
4.2 Results including graphical illustrations
4.2.1 Remote work
Even though various research suggests that work-from-home has been around since long before
the COVID-19 global pandemic, in a recent survey conducted by Statista (2023a), the majority
of respondents have been engaged in remote work for less than one year. Figure 1 presents this
graphically. This shift can be attributed to the global impact of the pandemic, which forced
numerous employees to transition from office-based work to working from home.

Consequently, a substantial number of these individuals now identify themselves as remote
workers.
Figure 1: Working from home prior to COVID-19
Further to this Sava (2020) reports that during the pandemic, the percentage of U.S. employees
working from home at least 5 days per week increased from 17% to 44%. This surge in remote
work was a direct result of the pandemic, as travel restrictions and stay-at-home orders made
commuting and office work impractical for many. Telework, or working from home, became a
popular solution, allowing employees to perform their duties remotely using technology to stay
connected with coworkers and clients. During the COVID-19 pandemic, remote work
arrangements became essential for employees to continue working. Additionally, a significant
number of employees are planning to work from home more frequently in the future, with 25
percent of survey respondents considering remote work a job perk. Consequently, it is crucial
to address any potential challenges, especially with regards to health and mental well-being in
order to support a hybrid workforce and facilitate a seamless transition to more flexible work
models. Figure 3 indicates the change in remote work trends before and after the pandemic.

Change in remote work trends
50
45
40
35
Percentage (%)
30
25
20
15
10
5
0
1 2 3 4 5
Days per week worked from home
Before 2020 After 2020
Figure 2: Remote work trends
According to another survey conducted by Statista (2021), nearly half of global participants
consider the option to work remotely as highly significant when making future employment
choices. In total, 87 percent of respondents expressed that remote work holds some level of
importance in their considerations for future employment as presented in figure 2:
Figure 3: Importance of remote work
4.2.2 Mental Health
Bodner et al. (2022) conducted a survey investigating the possible connection between work
setting and the perception of one's own mental health. In order to accomplish this, the study
examined the correlation between work setting (working only from home, working only in-

person, hybrid working or a combination of these) and self-rated mental health (assessed as
Excellent/Very Good/Good or Fair/Poor) by means of an online survey conducted among
Canadian workers during the third wave of the COVID-19 pandemic. The study also
considered the potential mediating effects of vaccination, masking, and distancing, as the stress
related to COVID-19 could have an impact on the mental health of those working in-person.
Out of 1576 workers included in the study, the majority reported that they are working in a
hybrid setting (77.2%). Additionally, most individuals reported good self-rated mental health
(80.7%). The results showed that both exclusive work from home and exclusive in-person work
were associated with poorer self-rated mental health compared to hybrid work. Figure 4
represents the self-rated mental health poll graphically.
Self-rated mental health

100%
90% 13
80% 37
46
Proportion (%)
70%
60%
50%
40% 87
30% 63
54
20%
10%
0%
Hybrid Office Home

Working model
Positive Negative
Figure 4: Self rated mental health
In the opinion of Westfall (2020), mental health is a significant concern for today's remote
workforce. According to a survey conducted by TELUS International involving 1,000
Americans, 80% of workers would consider leaving their current jobs for positions that
prioritize employees' mental well-being. Research also indicates that 75% of U.S. workers have
struggled with work-related anxiety caused by the COVID-19 pandemic and other global

events. Further to this, Kismono, Paramita, and Lintang (2023) conducted a study with the
purpose of investigating how acceptance contributes to the effectiveness of working from home
among employees. Specifically, the study aimed to determine if employees' acceptance of this
practice results in higher life satisfaction, which can be attributed to decreased job stress and
improved work-life balance. Data for the study was collected using a purposive sampling
technique, which involved selecting respondents based on specific criteria. Only employees
from various industries in Indonesia who were working from home were invited to participate
in an online survey. This choice was made because Indonesia, as a developing country,
implemented work-from-home measures due to COVID-19 despite limited system and
technological support. A total of 406 data points were collected which is graphically resented in
figure 5:
Work-from Home effect on different variables

90.00%
80.00%
70.00%
60.00%
Percentage (%)
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Life satisfaction Acceptance Job stress Work-life balance
Variable
Figure 5: Work from home and work-life balance
Through scientific ratio, standard deviation, correlation and hypothesis testing, the study
concluded that the impact of acceptance on enhancing life satisfaction differs depending on the
situation. In the case of working from home, acceptance doesn't have a direct effect on life
satisfaction. However, acceptance can boost the life satisfaction of remote workers, but only if
it contributes to promoting a healthy work-life balance.

According to Agovino (2018) the latest EY Belonging Barometer study, the workplace
emerged as the top location for fostering a sense of belonging, surpassing neighbourhoods and
places of worship by securing 19 percent and 17 percent of individuals' affinity, respectively.
The study indicated that individuals across different generations, including Millennials,
Generation X, and Baby Boomers, reported that nothing contributed more to their engagement
than when their colleagues displayed a genuine interest in their well-being. Such check-ins
were deemed more significant than receiving public recognition (23 percent), being invited to
out-of-office events (20 percent), engaging with senior leaders (14 percent), or being included
in emails with top executives (9 percent). Howington (2023) conducted a survey between May
3, 2023, and May 21, 2023, on more than 5,600 working professionals. The purpose of the
survey was to investigate the effects of recent workforce changes on mental well-being and to
understand professionals' perspectives on remote work. By doing so, the survey aimed to
identify shared difficulties and individuals' outlooks on their career paths. The valuable insights
from the survey have shed light on the evolving workplace and the experiences of
professionals. It indicates that remote work has been beneficial for mental well-being, with a
notable majority of individuals feeling supported and accomplished in some remote capacity.
Despite challenges, professionals' overall perspective has become more positive. Moreover, as
the workplace changes, professionals now have greater influence and autonomy in shaping
their career opportunities. Interestingly, 56% of respondents stated that having a remote job has
positively impacted or enhance their mental well-being and 47% reported that working from
home full time best supports their mental health, while only 17 % indicated that a hybrid
working arrangement best supports their mental well-being.

Struggles encountered when working from home
30
25
20
15
10
5
0
gh g s s s ns e
kin ne ip ue bl
ou or zo sh ss ctio vis
i
e n
w e tio
n yi ra in
ou
t er m l lo
g st g
Ov s ti re no Di in
ng os ng h eel
etti ac
r pi Te
c F
lo
tg g ve
No kin De
or
W
The results of a recent survey conducted by RSPH (2021) indicated that while working from
home can have positive effects on individuals' health and overall well-being, there are notable
variations in its impact across different groups. The majority of respondents (74%) expressed a
desire to divide their work between home and the office rather than returning to full-time office
work. It is however crucial to acknowledge that certain groups experience more severe impacts
than others. It is particularly worrisome to observe the detrimental effects on the mental and
physical health of individuals who share their living space with multiple housemates or work
from uncomfortable settings like their bedroom or sofa. In general, a majority of individuals
found that working from home had a positive impact on their health and wellbeing (45%),
while a smaller percentage believed it had a negative impact (29%). However, those who
transitioned to remote work due to COVID-19 experienced various health and wellbeing issues.
The most common issues reported were feeling less connected to colleagues (67%), engaging
in less physical exercise (46%), experiencing musculoskeletal problems (39%), and having
disrupted sleep (37%). A significant portion of individuals (26%) reported working from either
a sofa or a bedroom. Among those who worked from these locations, nearly half (48%)
developed musculoskeletal problems and almost two-thirds (59%) felt more isolated from their
colleagues. It was observed that women were more likely than men to experience feelings of
isolation (58% of women vs. 39% of men) and musculoskeletal issues (44% of women vs. 29%

of men) as a result of working from home. Mental health was further affected by remote work,
with 67% of participants feeling less connected to their colleagues and 56% finding it difficult
to disconnect from work. However, only 34% of respondents had received support from their
employer for their mental health. Individuals who lived with multiple housemates were more
inclined to view working from home as negative for their health and wellbeing (41%), as
opposed to those living alone (29%) or with only their partner (24%). Xiang et al. (2020)
carried out an online survey to examine the impact of working from home due to the COVID-
19 pandemic on mental health. The survey was conducted between June 24 and June 30, 2020,
in South Korea and involved 2,000 households. The mental health and mental well-being of
participants were measured utilizing a scale of psychological distress. The scale evaluated the
presence of depressive symptoms by asking respondents to rate their feelings of anxiety,
lethargy, restlessness, overall tiredness, sadness, and worthlessness over the period of a month
on a scale ranging from 1 (Not at all) to 5 (Very True). The data revealed that that working
from home generally has a negative impact on mental health. The survey indicated that the
pandemic resulted in increased depression amongst participants. The largest effect caused by
the pandemic was recorded as lethargy, while being sad, feeling tired and feeling worthless also
increased significantly. The effects on feeling anxious and restless were ess significant.
Overall, the effects appear to be more pronounced on subscales relating to feelings of
powerlessness or helplessness rather than on subscales associated with concern or fear. van
Doesum et al., (2023) carried out a cross sectional study in order to assess the impact of the
pandemic on working conditions and mental well-being of employees. This study aimed to
investigate the experiences and needs of mental health professionals during the initial phases of
the COVID-19 pandemic in the Netherlands. The study found that mental health professionals
experienced a significant increase in workload, stress, sleeping problems, and a decline in
overall mental health. These issues were more prevalent among mental health professionals
compared to the general Dutch population. The study also identified factors that negatively
impacted mental health, such as stress, physical health complaints, and fatigue. The participants

expressed concerns about uncertainty, maintaining the quality of care in constrained
circumstances, increased workload, and difficulties in achieving work-life balance. On the
other hand, the study identified protective factors like organizational support and social support
as well as other positive aspects such as the rapid adoption of technological solutions and
finding creative ways to maintain face-to-face contact with clients and colleagues. The
qualitative part of the study revealed that mental health professionals were able to relate to the
survey findings, but they didn't fully realize the extent of the adverse effects on health and
mental health until the focus group discussions.

CHAPTER 5: ANALYSIS OF THE FINDINGS
5.1 Evaluation of findings
5.1.1 Work from home and hybrid working arrangements
The research on remote work presented by Statista (2023) and Sava (2020) indicates that even
though remote – and hybrid working arrangements have been around for a while, the onset of
the global COVID-19 pandemic has served as a catalyst, rapidly accelerating the overall
adoption and implementation of these alternative work setups. The pandemic compelled
organizations to adopt remote work as a necessity to ensure business continuity. The fact that a
majority of individuals have only recently begun working remotely suggests a lack of
familiarity and potentially limited experience with remote work dynamics. This could lead to
challenges in terms of adapting to new tools, communication methods, and work styles, which
may have a direct impact on the mental well-being of employees. Furthermore, the sudden
implementation of remote work may have resulted in organizations not being adequately
prepared to handle the various challenges and complexities associated with remote working
arrangements, especially with regards to maintaining a healthy work-life balance and
addressing potential issues related to mental health or social isolation. In addition to this, the
results of the study conducted by Kismono, Paramita, and Lintang (2023) aimed to investigate
how acceptance contributes to the effectiveness of working from home among employees.
Specifically, the researchers wanted to determine if employees' acceptance of this practice leads
to higher life satisfaction, which can be attributed to decreased job stress and improved mental
well-being. The study's findings provide valuable insights into the impact of acceptance on the
effectiveness of working from home. If the results indicate that higher acceptance leads to
increased life satisfaction, reduced job stress, and improved work-life balance, it could
potentially encourage organizations and policymakers to prioritize and promote acceptance of
remote work practices. Further to this, the research conducted by Statista (2021) notes that the
integration of work-from-home and hybrid work models will continue to be prevalent in the

foreseeable future. The evidence reveals a shift in work dynamics, affirming the permanence of
these alternative work arrangements. The statistic indicate that nearly half of the participants
consider remote work highly significant seems important, as it suggests that the demand for
remote work is substantial and growing. This suggests that organizations that offer remote work
opportunities may have a competitive advantage in attracting talent in the current job market. It
is however important to approach these findings with scepticism and consider potential
limitations. The survey methodologies are not discussed in much detail, which raises questions
about participant selection and representativeness. This lack of clarity may limit understanding
of the importance attributed to remote work and remote work. The surveys also do not explore
variations based on industry, age, or country, which could provide a more nuanced
understanding of the significance of remote work. Moreover, the survey conducted by Statista
(2021) focuses on subjective perceptions rather than actual behaviours, and views may not
always translate into decision-making.
5.1.2 Mental Health
Westfall (2020) found that 80% of workers would consider leaving their current jobs for
positions that prioritize mental well-being. This suggests that employees value and prioritize
their mental health and are willing to make career changes if their current jobs do not address
this concern adequately. Furthermore, the research indicated that 75% of U.S. workers have
struggled with work-related anxiety due to the COVID-19 pandemic and other global events
further reinforces the claim. These numbers highlight that the current circumstances have had a
profound impact on the mental well-being of employees, and it is an issue that needs to be
addressed by organizations. It is evident that remote workers and leaders alike are facing
immense stress, anxiety, and uncertainty. It is essential to note the additional findings and
responses relating to mental health from the survey:
• Four out of five workers find it challenging to disconnect from work in the
evenings.

• Over half of the respondents have taken a "mental health day" since transitioning to
remote work due to the pandemic.
• 97% of the participants believe that taking vacation days while working from home
is crucial for recharging, which directly contributes to their mental well-being.
• COVID-19 has disrupted sleep patterns for around 50% of respondents, and 45%
feel mentally less healthy while working from home.
Fortunately, employers can mitigate the impact of anxiety and stress on productivity. Nearly all
survey participants agreed that companies should prioritize the mental health of their
employees. In addition, Bodner et al. (2022) notes that there is a possible connection between
work setting and the perception of one's own mental health. The researchers aimed to explore
the correlation between different work settings (working only from home, working only in-
person, hybrid working, or a combination of these) and self-rated mental health among
employees during the third wave of the COVID-19 pandemic. The study employed an online
survey to collect data from 1576 workers. Among the participants, the majority reported
working in a hybrid setting, accounting for 77.2% of the sample. Moreover, most individuals
self-rated their mental health as good (80.7%). One of the key findings of the study is that both
exclusive work from home and exclusive in-person work were associated with poorer self-rated
mental health compared to hybrid work. This suggests that individuals who either worked
solely from home or exclusively in-person reported a lower perception of their mental well-
being. While the study provides valuable insights into the relationship between work setting
and self-rated mental health, it is important to consider certain limitations. Firstly, the study
relies on self-reported data, which may be subject to recall biases or individuals' subjective
interpretations of their mental health. Also, the study focused solely on Canadian workers
during the third wave of the COVID-19 pandemic. The generalizability of the findings to
different populations and contexts may be limited. It would be beneficial for future research to
examine the long-term effects of work setting on mental health in different regions and beyond

the specific pandemic context. Research conducted by Xiang et al. (2020) reinforces the
argument that work from home negatively affects mental health. The research aimed to
examine the impact of working from home during the COVID-19 pandemic on mental health.
The study utilized an online survey conducted in South Korea, involving 2,000 households. The
findings of the study suggest that working from home during the pandemic has a negative
impact on mental health, particularly in terms of increased depression. This might be due to a
feeling of loneliness, or a lack of fellowship experienced when solely working from home. The
research noted that the mental health and well-being of participants were measured using a
psychological distress scale that assessed depressive symptoms. One strength of the study is its
large sample size, involving 2,000 households. This allows for a more representative sample
and enhances the generalizability of the findings to the population of South Korea.
Additionally, conducting the survey online provides convenience and accessibility for
participants, potentially increasing the likelihood of participation and yielding more accurate
results. However, the study also has several limitations. The reliance on self-report measures
may introduce response bias, as participants may be influenced by social desirability or may
not accurately recall and report their mental health symptoms. Specifically, participants
reported increased levels of lethargy, sadness, tiredness, and worthlessness. However, it should
be noted that the effects on feeling anxious and restless were less significant. In terms of
implications, these findings highlight the importance of addressing mental health concerns and
providing support for individuals who are working from home during the pandemic. This
research is further supported by the studies conducted by Agovino (2018) and RSPH (2021)
Agovino (2018) presented findings that indicate that the workplace is the top location for
fostering a sense of belonging. It also suggests that employees value genuine interest from
colleagues in their well-being more than other forms of recognition or inclusiveness. One
strength of the study is that it provides specific percentages for each category, giving readers a
clear idea of the relative importance employees place on different factors. This quantitative data
adds credibility to the argument. However, the statement could benefit from providing more

context on the methodology of the study. Without this information, it is unclear how
representative the results are and whether they can be generalized to other populations and/or
industries. The results of the survey conducted by RSPH (2021) highlighted the mixed impacts
of working from home on individuals' health and overall well-being. While a majority of
respondents expressed a desire to divide their work between home and the office, it is important
to recognize that certain groups face more severe negative effects than others. One concerning
finding is the detrimental effects on the mental and physical health of individuals who share
their living space with multiple housemates or work from uncomfortable settings like their
bedroom or sofa. This suggests that the physical environment in which individuals work has a
significant impact on their well-being. It is crucial for organizations to provide employees with
suitable workspaces and options to create a conducive work environment at home. The survey
also highlights various negative health and well-being issues faced by those who transitioned to
remote work due to COVID-19. The most common issues included feeling less connected to
colleagues, engaging in less physical exercise, experiencing musculoskeletal problems, and
having disrupted sleep. These findings underscore the importance of maintaining social
connections and promoting physical activity and ergonomic work setups for remote workers.
Furthermore, individuals who lived with multiple housemates were more likely to view
working from home as negative for their health and well-being. This indicates that the presence
of distractions or lack of privacy in shared living spaces can have a significant impact on
productivity and overall well-being. Employers should be aware of these challenges and
provide guidance and support to remote workers in such settings. The data also show disparities
between different demographic groups. Women were more likely than men to experience
feelings of isolation and musculoskeletal issues from working at home. This suggests that
organizations should pay attention to the specific needs and challenges faced by women remote
workers to ensure their well-being and productivity.

On the contrary to the aforementioned research, a survey conducted by Howington (2023) on
over 5,600 working professionals aimed to explore the effects of recent workforce changes on
mental well-being and understand professionals' perspectives on remote work, had very
different results. Interestingly, the survey found that a significant majority of respondents
(47%) believe that working from home full time is the arrangement that best supports their
mental health. This suggests that having a consistent and predictable work environment, free
from the distractions and stressors of commuting and office politics, contributes to improved
mental well-being. On the other hand, only 17% of respondents indicated that a hybrid working
arrangement best supports their mental well-being. This finding may indicate that professionals
prefer the stability and routine of working remotely full-time rather than dealing with the
challenges of balancing in-person and remote work. Overall, the insights obtained from the
survey have provided valuable information about the evolving workplace and professionals'
experiences. One notable finding from the survey is that remote work has been beneficial for
mental well-being. A significant majority of individuals reported feeling supported and
accomplished in some remote capacity. However, it is important to note that the findings of this
survey may be subject to certain limitations. For instance, the sample size of the survey, while
substantial, may not represent the entire population of working professionals accurately.
Additionally, the survey was conducted within a specific timeframe, and the effects of remote
work on mental well-being may vary over time. Therefore, it would be beneficial for future
research to replicate the study with a larger and more diverse sample to strengthen the
generalizability of the findings.
Based on the studies, it is clear that the impact of remote work varies among various groups,
genders, and the quality of an employee's home office setup. Additionally, different sectors will
experience different outcomes from implementing remote work policies. This is further
supported by the findings presented by van Doesum et al. (2023), which provides valuable
insights into the impact of the COVID-19 pandemic on mental health professionals in the

Netherlands. The authors effectively examined various aspects, including workload, stress,
sleeping problems, and overall mental health, to assess the challenges faced by mental health
professionals during the initial phases of the pandemic. The inclusion of both quantitative and
qualitative data enhances the analysis by providing a comprehensive understanding of the
experiences and needs of mental health professionals. The findings of the study clearly
demonstrate the negative effects of the pandemic on mental health professionals and notes a
significant increase in workload, stress, sleeping problems, and decline in overall mental health
which highlights the toll that the pandemic has taken on these professionals. The study also
highlights the importance of protective factors in mitigating the negative impact on mental
health. Organizational and social support were identified as crucial in helping mental health
professionals cope with the challenges posed by the pandemic. However, there are certain
limitations to consider. It is unclear whether the identified challenges and outcomes were solely
due to the pandemic or if other factors also contributed. Additionally, the study focuses on the
experiences of mental health professionals in the Netherlands, which may limit generalizability
to other populations and countries. Furthermore, the study primarily relies on self-reported
measures, which may introduce biases such as recall bias or social desirability bias. The
qualitative component of the study helps to provide a deeper understanding of the survey
findings, but the researchers noted that the participants did not fully realize the extent of the
adverse effects until the focus group discussions. This suggests a potential limitation in the self-
awareness of the participants.
5.2 Re-assessment of Research Questions in relation to research findings and literature
5.2.1 Can working-from-home models and hybrid working models be as effective and
productive as office-based models?
Yes and no. While there are several factors to consider, growing evidence suggests that with
careful implementation and adequate support, these models can indeed be as effective and
productive as office-based models. One crucial aspect to address is the availability and

reliability of technology. Working from home or in a hybrid setup heavily relies on stable
internet connections, communication tools, project management software, and other digital
resources. Organizations need to provide employees with the necessary infrastructure and
training to ensure smooth remote collaboration. With advancements in technology and
increased access to high-speed internet, these models are becoming more viable and productive
than ever before. Furthermore, some studies have shown that remote work can lead to higher
levels of employee satisfaction and engagement if implemented and managed correctly. The
flexibility and autonomy offered by remote or hybrid models can improve work-life balance
and reduce commuting stress. This, in turn, can boost motivation and overall productivity.
Employees may also appreciate the opportunity to save time and money by avoiding long
commutes, which can contribute to higher job satisfaction and lower turnover rates.
Collaboration and communication are essential for any work arrangement, and both can be
effectively maintained in remote or hybrid settings. Moreover, organizations must establish
clear channels of communication, set expectations, and ensure regular check-ins and support
from management to foster collaboration and maintain productivity levels. While there are
undeniable benefits to remote and hybrid models, challenges also exist. Not every individual
may thrive in a remote work environment, and some jobs may require in-person interactions or
the option of a hybrid working arrangement which will promote team cohesion, fostering a
sense of belonging, and providing opportunities for social interaction which are all crucial
aspects that organizations must proactively implement and manage to overcome potential
drawbacks. In conclusion, working-from-home models and hybrid working models have the
potential to be as effective and productive as office-based models. Organizations need to invest
in the necessary technology, provide adequate support, and establish strong communication
channels to ensure success. It is essential to strike a balance between remote and office-based
work, considering individual preferences, job requirements, and organizational goals. With
thoughtful implementation and adaptation, these models have the potential to transform the
future of work positively.

5.2.2 What strategies, changes and mechanisms can organizations use to manage, support
and safeguard the mental well-being of employees during remote work?
Managing and supporting the mental well-being of employees during remote work requires
proactive strategies and implementation. Here are some key approaches that organizations can
adopt:
 Regular communication: Maintain open lines of communication with employees to
understand their concerns, challenges, and well-being. Utilize video calls, group
meetings, and regular one-on-one check-ins to foster a sense of connection and ensure
remote employees feel heard and valued.
 Flexible work hours: Allow flexible scheduling to accommodate different time zones
and individual needs. This helps reduce stress and promotes a better work-life balance,
enabling employees to address personal responsibilities and take care of their mental
health. Organizations should also provide the option of a
 Hybrid working arrangements: Organizations should provide the option of a hybrid
working arrangement where employees can choose to come into the office should they
wish. This will enable and promote social interaction and collaboration as well as face-
to-face meetings which will contribute to a health working environment and
organisational culture.
 Set milestones and expectations: Clearly define expectations, deliverables, and
deadlines for employees to reduce ambiguity and potential stress. Collaborate with
employees to develop realistic goals and milestones, fostering a sense of purpose and
accomplishment.
 Social interactions: Encourage team-building activities and social interactions to foster a
sense of camaraderie and combat feelings of isolation.

 Mental health resources: Provide access to mental health resources and counselling
services for employees. Offer information about available resources and promote a
supportive environment where seeking help is encouraged and destigmatized.
 Training and education: Offer training programs and workshops on stress management,
resilience, and work-life balance to equip employees with coping strategies. Raise
awareness about mental health issues, symptoms, and available resources.
 Establish clear boundaries: Encourage employees to establish clear boundaries between
work and personal life. Promote healthy work habits such as taking regular breaks,
setting dedicated workspaces, and avoiding overworking.
 Recognition and appreciation: Recognize and appreciate employees' efforts and
achievements through virtual platforms. Regularly provide feedback, acknowledge their
contributions, and celebrate successes to boost morale and motivation.
 Management support and modelling: Managers should actively support and encourage
employee well-being by modelling healthy practices themselves. Managers should
establish regular check-ins, be empathetic, and create a safe space for employees to
express concerns.
By implementing these strategies and mechanisms, organizations can promote a supportive and
positive remote work environment that prioritizes the mental well-being of employees.
CHAPTER 6: CONCLUSION
6.1 Conclusion
From the analysis of the studies and research conducted on the effect of remote work on mental
health, the author found the outcomes of the surveys differed significantly. The study conducted
by Bodner et al. (2022), indicated that hybrid working arrangements best supports employee’s
mental health, while research conducted by various others found that the majority of
respondents believe that working from home full-time is the best for their mental health. It is

evident that remote work cannot be applied universally. The effect of remote work on mental
health can be seen through several aspects. The positive effect of remote work on mental health
is evident through the increased flexibility, reduced commuting stress, personalized work
environment, improved work-life balance, and decreased workplace-related stress factors. By
promoting a healthier work-life integration and providing individuals with more control over
their work environment, it is evident that these factors promote mental well-being and overall
happiness. However, while remote work offers many advantages including flexibility, increased
productivity, and cost savings, it also poses challenges and risks that make it unsuitable for
certain industries and situations and can affect employee’s mental well-being negatively as it
can lead to feelings of isolation and disengagement, particularly for individuals who enjoy the
social aspects of an office environment. The absence of daily interactions with colleagues and
limited opportunities for casual conversations can negatively impact employee well-being and
job satisfaction. Some employees may struggle with self-discipline and motivation without the
structure and accountability of a traditional office setting. They may find it difficult to manage
their time and separate work from personal life, leading to decreased productivity and potential
burnout. Further to this, the lack of physical separation between work and personal life can lead
to blurred boundaries, resulting in longer work hours and increased stress levels. The constant
presence of work-related tasks and the inability to completely disconnect can lead to exhaustion
and employee fatigue. The absence of social interactions and face-to-face communication with
colleagues can lead to feelings of isolation and loneliness, which can significantly impact
mental health. Additionally, remote work can hinder the development of strong working
relationships and effective teamwork. The spontaneous brainstorming sessions and casual
interactions that occur in traditional office settings are not easily replicable in a virtual
environment. This can have a negative impact on creativity, innovation, and collaboration,
potentially leading to decreased job satisfaction and motivation. Working remotely can also
increase the risk of job insecurity and uncertainty. The lack of physical presence in the
workplace may give rise to feelings of being disconnected from the organization and the

constant pressure to prove productivity can add to job-related anxiety. In the absence of direct
supervision, employees may experience heightened pressure to constantly perform and prove
their worth, leading to increased stress levels and potential mental health issues. In summary,
existing research and studies suggest that the following factors can influence the mental welfare
of employees:
 Isolation and loneliness: Remote work often involves working alone for extended
periods, which can lead to feelings of isolation and loneliness. The absence of regular
face-to-face interaction and camaraderie found in a traditional office setting can have a
detrimental effect on an individual's mental health, leading to decreased motivation,
reduced job satisfaction, and even depression in some cases.
 Lack of work-life balance: While remote work allows for increased flexibility, it can
blur the boundaries between work and personal life. Without a clear separation between
the two, employees may find themselves constantly working, checking emails, or
attending to work-related tasks even during their designated time off. This can lead to
burnout, stress, and strained relationships with family and friends.
 Communication challenges: Working remotely often relies heavily on technology for
communication. However, technological glitches, poor internet connections, and
miscommunications due to the absence of non-verbal cues can hinder effective
collaboration and teamwork. It becomes more challenging to build relationships, resolve
conflicts, brainstorm ideas, and maintain a cohesive team dynamic.
 Decreased productivity and accountability: The lack of direct supervision and physical
presence in a remote work environment may cause some employees to become less
focused, leading to decreased productivity. The freedom and flexibility granted by
remote work can sometimes make it easier to succumb to distractions, procrastination,
or lack of motivation. Additionally, the absence of a physical workspace and colleagues

can make it easier for some individuals to shirk responsibilities and become less
accountable for their work.
 Limited career growth and networking opportunities: Remote work can impose
limitations on career growth and networking opportunities. Being physically detached
from the office environment may result in less visibility and fewer chances to
participate in important meetings, presentations, or even casual conversations that could
impact career advancement. Remote workers may also miss out on networking events,
social gatherings, and other professional development opportunities.
 Impact on organizational culture and team dynamics: A strong organizational culture
and team dynamic can be more difficult to foster and maintain with remote employees.
The lack of physical presence can inhibit the development of meaningful relationships,
shared values, and a common company culture. This can create a sense of detachment
and hinder collaborative efforts, teamwork, and shared goals.
 Inadequate infrastructure and resources: Remote work relies heavily on reliable internet
connections, appropriate software, and hardware to function effectively. Some
employees may not have access to a conducive work environment or the necessary
technological resources, causing them to face limitations in performing their job
responsibilities efficiently.
Overall, while work from home and remote work arrangements have undeniable advantages, it
is however essential to acknowledge the potential drawbacks and risks they pose on the mental
health of employees. Despite the negative effects, it is essential to note that remote work
impacts individuals differently, and with thoughtful planning and implementation, many of
these pitfalls can be mitigated or overcome. Employers and employees can work together to
establish clear guidelines, provide support systems, and prioritize well-being to ensure the
success of remote work arrangements. To ensure a healthy work-life balance and promote well-
being, organizations must actively address the challenges associated with remote work and
provide support systems, mental health resources, and opportunities for social interaction to

their employees. By doing so, they can mitigate the negative impacts and create a conducive
environment that prioritizes the mental well-being of their workforce, which will ultimately
lead to increased performance and productivity.
6.2 Recommendations for business application
Employers and policymakers planning to adopt remote working arrangements should consider
implementing strategies to promote mental well-being, such as providing resources for
managing stress and maintaining work-life balance. Additionally, further research is needed to
explore the specific factors contributing to the negative impact of working from home on
mental health and to investigate potential interventions to mitigate these effects.
 Encourage work-life balance: Employers can communicate and emphasize the
importance of maintaining a healthy work-life balance, especially when working
remotely. Encouraging employees to set clear boundaries between work and personal
life can reduce stress and burnout.
 Provide flexibility: Offering flexible work schedules can help employees manage their
personal and professional responsibilities effectively. This flexibility can reduce stress
and create a better work environment, ultimately improving mental health.
 Promote regular breaks: Encourage employees to take regular breaks throughout the day
to rest, recharge, and focus on their well-being. Suggest activities like stretching,
exercising, or engaging in hobbies during these breaks to help employees relax and
clear their minds.
 Hybrid working options should be made available by organizations, allowing employees
the choice to work in the office if desired. This approach fosters social interaction,

collaboration, and in-person meetings, which are crucial for a healthy work
environment and office culture.
 Foster social connection: Facilitate opportunities for remote employees to connect with
each other through virtual team-building activities, online group chats, or video calls.
Encouraging interactions beyond work-related discussions helps combat isolation and
promotes a sense of belonging.
 Encourage open communication: Create a supportive work culture where employees
feel comfortable discussing their mental health concerns. Offering resources like
confidential employee assistance programs (EAPs) or mental health hotlines can
provide additional support and allow employees to seek help when needed.
 Provide training and resources: Offer training on stress management, resilience
building, or other mental health topics that can help employees cope with challenges.
Sharing resources or organizing webinars on effective remote work strategies and self-
care can also be valuable.
 Regular check-ins: Managers should conduct regular check-ins with their team
members to assess their well-being, workload, and any challenges they may be facing.
These one-on-one conversations provide an opportunity to address concerns, offer
support, and find initiative-taking solutions.
 Offer mental health benefits: Providing comprehensive health insurance plans that
include mental health coverage can help employees access the care they may need.
Partnering with mental health platforms or services can also give employees easy access
to therapists, counselors, or other relevant resources.
 Encourage ergonomic setups: Promoting proper ergonomics for home workspaces can
contribute to the physical and mental well-being of remote employees. Encourage
employees to set up a designated workspace with proper furniture, lighting, and
equipment to minimize discomfort and stress.

 Lead by example: Employers should prioritize their own mental health and well-being
to set a positive example for their employees. When leaders prioritize self-care, open
communication, and work-life balance, employees are more likely to follow suit and
prioritize their own well-being.
It is important for employers to understand that each individual's experience and needs might
be unique and tailoring support measures accordingly is essential.
6.3 Implications for future research
The extent to which the research findings can be applied to various populations and situations
may be restricted. It would be advantageous for future studies to investigate the lasting impacts
of work environments on mental well-being in diverse geographical areas, as well as outside
the specific circumstances of a pandemic. The majority of the existing research focuses on a
specific group of employees or a particular industry, which may not fully represent the diversity
of work settings and occupations in different regions or countries. Moreover, the specific
context of the pandemic could have influenced the findings. The unprecedented circumstances
and unique stressors associated with the pandemic may have interacted with work settings in
ways that differ from non-pandemic times. Therefore, it is important to explore the long-term
effects of work settings on mental health in various contexts, both within and outside of a
pandemic situation. Studying individuals across various industries, occupations, and geographic
locations to ensure a more comprehensive understanding of the relationship between work
setting and mental health would be beneficial to future research. Also, exploring long-term
effects would allow us to investigate how mental health outcomes may change over time and
identify potential cumulative impacts of work settings on well-being. This broader perspective
would enable policymakers, employers, and mental health professionals to make more
informed decisions and develop targeted interventions that meet the needs of diverse
populations. Further to this, another limitation of some of the existing research is related to the
sample size, which might not precisely reflect the broader working population. The survey's

participants may not fully capture the diversity and nuances of experiences among all
professionals. Consequently, caution should be exercised when generalizing the findings to the
entire working population. To enhance the reliability and generalizability of these findings, it is
advisable for future research to replicate these studies with a larger and more diverse sample.
Employing a broader range of employees from various industries, workplaces, and
demographic backgrounds permits a more comprehensive understanding of the impact of
remote work on mental well-being. Thus, further studies incorporating a wider variety of
participants would provide a more accurate representation of the overall working population.
Word Count: 12590

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Emile du Preez

Student Number S239931

How work-from-home and hybrid-working models effect the

mental health of employees.

Student Number S239931 1

lead to increased performance and productivity.

Student Number S239931 2

Delta Built Environment Consultants

Student Number S239931 3

1.1 Research aim and objectives..........................................................................................6

1.2 Research rationale..........................................................................................................6

1.3 Research questions.........................................................................................................7

1.4 Significance and background of research study..................................................................8

CHAPTER 2: LITERATURE REVIEW....................................................................................11

2.1 Remote working................................................................................................................11

2.2 Hybrid working operations...............................................................................................13

2.3 Client relationships...........................................................................................................14

2.4 Organizational culture.......................................................................................................16

2.5 Effect of remote work on mental health...........................................................................17

CHAPTER 3 RESEARCH METHODOLOGY.........................................................................19

3.1 Research approach and design..........................................................................................19

3.2 Research sampling............................................................................................................20

3.3 Description and sources of secondary data selected.........................................................21

3.4 Quality of secondary data.................................................................................................22

3.5 Secondary data ethical measures......................................................................................22

CHAPTER 4: RESEARCH FINDINGS.....................................................................................24

4.1 Introduction to the section................................................................................................24

4.2 Results including graphical illustrations...........................................................................24

CHAPTER 5: ANALYSIS OF THE FINDINGS.......................................................................33

Student Number S239931 4

5.1.1 Work from home and hybrid working arrangements.................................................33

5.1.2 Mental Health.............................................................................................................34

5.2 Re-assessment of Research Questions in relation to research findings and literature......39

productive as office-based models?....................................................................................39

and safeguard the mental well-being of employees during remote work?..........................40

Figure 1: Working from home prior to COVID-19.....................................................................25

Figure 3: Remote work trends.....................................................................................................26

Figure 2: Importance of remote work.........................................................................................26

Figure 4: Self rated mental health...............................................................................................27

Figure 5: Work from home and work-life balance......................................................................28

Student Number S239931 5

1.1 Research aim and objectives

organizations can optimize these work arrangements to maximize employees' productivity. By

findings and a conclusion with limitations and further recommendations.

1.2 Research rationale

disadvantages, affecting organizations and their employees. According to Gorjifard and

Crawford (2021, p. 68) organizations proceeded in implementing various flexible work

programs, including teleworking, flexible schedules, and part-time arrangements. Further to

Student Number S239931 6

effectiveness and employees' ability to be as effective and productive as during office-based

through qualitative and quantitative research.

1.3 Research questions

Student Number S239931 7

productive as office-based models?

safeguard the mental well-being of employees during remote work?

1.4 Significance and background of research study

advantages and disadvantages of remote working operations, enabling organizations to

Student Number S239931 8

reduced office distractions (Sanders, 2022).