Today, more than 30 million American workers are still taking part in some type of remote work due to the pandemic.
After a year of dramatic adaptations, companies have been left to grapple with what changes – if any – they’ll carry through to the post-pandemic workplace, and what the implications will be on their workforces.
However, a recently uncovered factor may complicate those decisions. For some of the most dedicated and high-performing employees, burnout with remote work has been hidden by their continued achievements. That’s according to recent research released in the Journal of Applied Psychology, co-authored by Dan Ganster, a professor of management at CSU’s College of Business.
The research, which could reshape how managers approach supporting the long-term well-being of their employees, explains how ambiguous expectations and undefined work boundaries can contribute to significantly higher levels of stress and job dissatisfaction among conscientious workers.
The acute impacts felt by organizations’ top employees could magnify the negative impacts of long-term remote work if left unaddressed.
The topic expands Ganster’s expansive body of research exploring workers’ mental and physical well-being and offering solutions to support them and their organizations.