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This study aims to develop a framework that explains how and when telework is related to emotional exhaustion and task performance, by conceiving work overload as a mediator and self-leadership as a moderator. For this purpose, two studies were conducted. Study 1 aims to understand whether telework would be related to emotional exhaustion and task performance and if work overload would mediate such relationships. Study 2 aims to analyze whether self-leadership was a significant moderator of the mediated relations found in Study 1.

The hypotheses were tested in a sample of 207 (in Study 1) and 272 (in Study 2) participants, which were exclusively teleworking. The results were analyzed using PROCESS macro in SPSS.

The results of Study 1 showed that telework dimensions were negatively related to work overload, which consequently decreased emotional exhaustion and increased task performance. In Study 2, self-leadership moderated the indirect effect of work overload on the relationship between telework and emotional exhaustion, such that the indirect effect was stronger for those who scored higher in self-leadership. However, it was not significant for task performance.

This paper adds to research on telework by focusing on the employee's mental health and performance, in the context of mandatory confinement. The authors identified telework dimensions that may act as resources to cope with the increased work overload inherent to telework, as well as the importance of personal resources in these relationships.

Drawing on the conservation of resources theory, this study aims to explore how individuals’ perceptions of telework effects associate with their adaptive performance by shaping their negative emotional experiences, with perceived leadership effectiveness acting as a critical moderator in this relationship.

A cross-sectional design was used, with data collected from a final sample of 209 teleworkers via an online survey.

The results demonstrated a significant indirect effect of the perceived effects of teleworking on adaptive performance through negative affect. Furthermore, leadership effectiveness moderated the indirect effect, in a way that the indirect effect was only significant for those who had ineffective leaders and moderate effective leaders; therefore, the indirect effect was strengthened for those who had less effective leaders (versus effective leaders).

This study examines the positive link between teleworking perceptions and adaptive performance through the reduction of negative affect, in line with the conservation of resources theory. Moreover, a reduction in negative emotions among employees during telework is associated with enhanced performance. Notably, the study reveals that leadership effectiveness moderates this connection as playing a crucial role in moderating these effects, particularly when leaders are perceived as less effective, offering insights for organizations considering telework strategies.

In this study, workplace spirituality is discussed in the context of remote work and the COVID-19 pandemic. First, the focus is on the changes in the meaning and function of employees in the organization during the evolutionary process of industrialization and management paradigms. Afterward, conceptual frameworks for spirituality and workplace spirituality are presented, and in the last section, academic studies that deal with workplace spirituality with distance or hybrid work arrangements are included. Early studies offer insights and recommendations on conceptualizing, developing, and managing workplace spirituality. They all emphasize that spirituality is necessary for remote work as a tool to overcome stress and mental health problems and increase employee well-being. Unfortunately, the remote work and workplace spirituality literature is relatively narrow and needs to be expanded.

Work-from-home (WFH) has gained popularity over the past years. This study aims to conduct a bibliometric analysis to systematically review and synthesize scholarly literature on the complex interplay between WFH, employee well-being and performance.

The study incorporates analysis of the bibliometric including performance analysis, content analysis and scientific mapping that is applied to 497 Scopus papers. VOSviewer software was used to evaluate the data.

This study posits an imbalance between the count of documents and the citations earned by each author. International Journal of Environmental Research and Public Health was regarded as a leading journal with maximum citations and publications. The highest count of publications came from most Asian countries such as India, China, Indonesia and Japan. The investigation indicated that the writers with the maximum citations were predominantly the authors of the majorly cited papers. Further, the text mining through co-occurrence of keyword analysis generated five clusters and cocited references revealed three themes.

The current research might benefit both research groups as well as human resource professionals since it also reveals the research necessity and gaps in the WFH domain.

This research delves into unexplored facets of WFH beyond traditional studies over the past decade by examining remote work arrangements in today’s economy, revealing previously unnoticed dynamics affecting employee well-being and performance. This innovative viewpoint enhances the literature and provides an empirical foundation for strategic organizational decision-making and future study.

This study explicitly explores the moderating role of management quality, at multiple organizational levels, in the relationship between telework and job satisfaction.

This study employs fixed effects regression with clustered robust standard errors at the departmental level to account for the multilevel nature of the data.

The results of fixed effects analyses suggest that when the quality of one's direct supervisor and the quality of their supervisor's manager is high, the relationship between job satisfaction and telework frequency becomes stronger and positive.

This research illuminates the crucial moderating role of management quality at multiple organizational levels in the relationship between telework and employee job satisfaction during an unprecedented workforce shock.

Drawing on the job demands-resources (JD-R) model, the authors examine how working in the hybrid workplace model (telework and flexible work) affects job performance via the intervening role of work engagement.

The authors adopted a quantitative approach and collected data from 277 employees working in universities in Nigeria. Partial least square structural equation modelling was used to analyse the data and test the hypotheses.

The findings reveal that flexible work, not telework, has a significant and positive effect on job performance. It also emerges that flexible work positively affects work engagement, and work engagement significantly mediates the relationship between flexible work and job performance. However, the findings do not support the effect of telework on work engagement and the mediating role of work engagement in the proposed relation between telework and job performance.

The paper provides fresh insights by linking the components of the hybrid workplace model with job performance and employee work engagement and extending the JD-R model to the hybrid workplace setting. The practitioners can benefit from the findings of this study by factoring in the importance of the hybrid workplace model in designing policies and procedures to promote job performance.

The author examined the association between public employees' satisfaction with pandemic-induced telework satisfaction and job autonomy, organizational goal clarity, organizational justice, and performance-based culture. In addition, the author analyzed the moderating effects of generation and gender on the relationships between job autonomy, organizational goal clarity, organizational justice, performance-based culture, and pandemic-induced telework satisfaction.

This study used survey data collected from 4,339 Korean public employees, comprising 1,983 central government officials and 2,356 metropolitan government officials, during the COVID-19 pandemic. This study conducted a structural equation model to test hypotheses.

The author found that job autonomy, organizational goal clarity, organizational justice, and performance-based culture were positively associated with pandemic-induced telework satisfaction. In addition, this research found the moderating effects of generation and gender on the relationships between job autonomy, organizational goal clarity, organizational justice, performance-based culture, and pandemic-induced telework satisfaction.

This study’s results can guide public organizations in developing public management strategies to improve pandemic-induced telework satisfaction. In particular, public organizations need to cope effectively with the broad prevalence of telework triggered by the COVID-19 pandemic by establishing high job autonomy, a performance-oriented culture, a fair evaluation system, and clear and measurable performance goals and adjusting telework according to the generational and gender characteristics.

This study aims to analyze the relationship between telework and teleworkers’ characteristics and the work-nonwork conflict (WNWC) in the Brazilian context, investigating time spent in eight nonwork dimensions and the more affected dimensions.

The study was quantitative and descriptive. A survey was conducted with 299 professionals’ teleworking in Brazil. Data analysis was conducted through descriptive statistics, Pearson’s correlation and analysis of variance.

Results show diversified interests other than work and family among teleworkers, variation within the affected nonwork dimensions in the WNWC, and that teleworkers’ WNWC is negatively associated with time flexibility and manager support and positively associated with individual preference for segmentation as a boundary management strategy.

The study highlights the need to include more nonwork aspects in telework studies to influence organizational practices. The main limitation is the nonprobabilistic sample.

Knowing more about teleworkers’ WNWC will help organizations improve lives by implementing practices and building a cultural environment that preserves nonwork time.

The study reinforces demands from new family arrangements and an aging society: organizations have to prepare to have teleworkers who want or need to dedicate time to interests besides family or children.

It progresses towards a broad understanding of nonwork besides family to understand teleworkers’ WNWC.

The COVID-19 pandemic and technological advancements have enabled employees to telework. Referring to this emerging phenomenon, the authors aim to examine how employees' levels of trust in management mediated by psychological well-being impact their performance as they telework. Deploying the theoretical lens of person-environment misfit, the authors also explore the role of technostress in the trust-wellbeing-performance relationship.

The data was collected from 511 full-time service sector employees across Indian organizations through a structured survey questionnaire. The proposed moderation-mediation model for this study was tested using structural equation modeling and bootstrapping method.

Structural equation modeling results indicate that trust in management significantly impacts employee performance while teleworking. While psychological well-being was observed as a significant mediator, technostress played the moderator role in the trust-performance relationship. The moderated-mediation effect of psychological well-being in the trust-performance relationship was stronger when technostress was low and weaker when technostress was high.

The authors extend the person-environment misfit theory in the context of telework, highlighting the role of technostress that may impact the trust-wellbeing- performance relationship in such work settings.

The study informs leaders and managers on balancing delicate aspects such as employee trust and well-being that significantly impact performance as they telework. The authors also highlight the critical role of managers in respecting employees' personal and professional boundaries to alleviate technostress.

The authors make a novel theoretical contribution to the emerging literature on teleworking by examining the trust-psychological wellbeing-performance link and the role of technostress in this relationship.