Advances in Consumer Research
Issue:6 : 990-995
Original Article
Remote Work and Employee Well-being: A Longitudinal Study of Management Strategies
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1
Professor, People’s Institute of Management & Research, People’s University, Bhopal. Orchid No - 0000-0002-2130-9694,
2
Assistant Professor. People’s Institute of Management & Research. People’s University. Bhopal. Orcid No- 0009-0000-7556-9208.
3
Professor, Department of Management, Makhanlal Chaturvedi National University of Journalism and Communication. Bhopal.
4
Associate Professor. Rabindranath Tagore University, Raisen. M.P.
5
HR Consultant and Research Scholar. Barkatullah University. Bhopal.
Abstract

The effectiveness of particular management techniques in maintaining worker well-being in remote work environments is examined longitudinally in this paper. Strong academic research into organizational procedures that guarantee employee sustainability is required due to the quick and extensive institutionalization of remote work1. We conceptualize managerially controlled behaviors, particularly autonomy support and communication clarity, as essential job resources intended to mitigate the inherent demands of working remotely (e.g., isolation, blurred boundaries), based rigorously on the established Job Demands-Resources (JD-R) model2. Data were collected using a three-wave panel design ($N=500$) gathered over a 12-month period and examined using Latent Growth Modelling (LGM), a structural equation modelling (SEM) method that is ideal for figuring out individual change trajectories.3 The important aspects of well-being were examined: work-life balance, career well-being, and mental/emotional well-being. The findings show that management strategies significantly predicted the variance in this rate of change (Conditional LGM), even though general well-being trajectories showed a slight average decline (Unconditional LGM). In particular, the slope of career well-being and mental/emotional well-being was positively predicted by high managerial autonomy support ($\beta = 0.35, p<.001$) and clear communication guidelines ($\beta = 0.20, p<.001$), indicating a motivational process. On the other hand, high employee perceptions of opaque surveillance, presented as a persistent work requirement, considerably confirmed the process of health impairment by accelerating the negative decline in mental/emotional well-being ($\beta = -0.25, p<.001$). These results offer solid proof that managers' provision of job resources is essential for creating long-lasting remote work environments. They also guide best practices for human resource management (HRM), emphasizing outcomes-based performance measurement and trust over intrusive surveillance

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