WHAT IS REMOTE E-WORK (PAGE 06)
CHALLENGES THAT THREATEN REMOTE EWORKERS' PSYCHOLOGICAL WELL-BEING (PAGE 07)
FACTOR SUPPORT REMOTE EWORKERS' PSYCHOLOGICAL WELL BEING (PAGE 08)
THE ROLE OF HRD PROFESSIONALS (PAGE 09)
HRD PRACTICES (PAGE 10-11)
PAGE 12-13
PAGE 14
REFERENCE
PAGE 15
The main purpose of the article is to discuss the impact of the COVID-19 pandemic on remote eworkers' psychological well-being and career development,identifythechallengesfacedbyremote workers, explore the critical factors for psychological well-being at the organizational level, and suggest ways in which HRD professionals can support remote e-workers' psychological well-being and career development. The article also provides a list of references related to remote work and its impact on employee well-being, job satisfaction, and productivity.
Technology enables flexible working, allowing work to be done anytime and anywhere, irrespective of location.
Work from home means working remotely from home.
In the United States, “telework” is the most commonly used term while European countries use the term “e-work”.
Home working, distributed work, telework, telecommuting, mobile work, working from home, and work-fromanywhere.
Work from anywhere is employees work at any flexible place they want.
Workers work away from the traditional office through information and communications technology.
Blurred boundaries between work and home life
Psychological well-being is positively related to work-life balance.
Limited opportunities for career development and promotions
decreased visibility and opportunities in organizations
"Always on culture"
Lead them to overwork/work long hour
Challenges in building coworker relationships
Exhibit
characteristics of workaholism
Remote e-workers are expected to be available and responsive to workrelated matters at all hours due to the widespread use of technology and globalized work environment.
Low quality of interpersonal relationships
Phones, emails, and messaging tools are primary communication methods
Limited Communication
Limited Social Support Social Isolation
Work effectively in remote environment, indevidual need: strong knowledge, skill and abilities
higher self-efficacy structure behaviors adaptability to change emotional experiences between colleagues and workplace openness to
Effective communication with colleagues and supervisors is crucial for sharing information, problemsolving, and building work relationships.
Strong social relationships with colleagues and managers enhance psychological wellbeing.
Support from colleagues and supervisors improves psychological well-being through advice and connection with work groups.
Factor supporting remote EWorkers' Psychological Well-Being
Having job control, support, clear roles, and access to tools improves employees' psychological wellbeing. Autonomy, flexibility, and reduced workload decrease job stress, while job support and available resources benefit remote workers, enhancing their well-being in synchronous and asynchronous work conditions.
Organizational climate, support, and practices impact remote workers' well-being. A positive and safe climate fosters shared values and occupational safety.
Establishing appropriate policies, procedures, and performance management systems for remote work is crucial. Providing career development opportunities and training helps remote workers decrease psychological strain and reduce feelings of social isolation.
The role of HRD Professionals to support Remote workers' Psychological Well-Being and Career development
Design opportunities to develop critical characteristics and competence
Help their career decision to maintain and expand their career in a positive way
Be advocates for developing a more humane organizational culture by fostering a greater sense of altruism, empathy and prosocial values
Provide various programs to boost social connections and support
Focus on interventions at the organizational level
HRD professionals can identify their critical role in helping enhance remote e-workers’ psychological well-being and develop their careers.
HRD professionals can design opportunities for remote e-workers to develop critical characteristics and competence in the COVID-19 era.
HRD professionals need to focus on interventions at the organizational level while also considering influencers at the job level.
HRD professionals need to develop an organizational supportive structure and culture by collaborating with HRM professionals.
HRD professionals can advocate for accessible mental health services or resources for remote e-workers.
HRD professionals can provide various programs to boost social connections and support by promoting virtual informal and social connections.
HRD professionals can implement strategies to enhance remote e-workers' self-efficacybeliefs.
HRD professionals can help remote eworkers align their outcome expectations with realistic career-related outcomes.
HRD professionals can assist remote eworkers in setting meaningful and achievablecareergoals.
HRD professionals can collaborate with HRM professionals to create a supportive workenvironmentforremotee-workers.
HRD professionals can facilitate mentoring and coaching programs for remotee-workers.
A theoretical framework for understanding the link between remote e-workers' psychological well-being and their career development
SCCT emphasizes the role of personal and contextual factors in career-related behavior and development, including selfefficacy beliefs, outcome expectations, personal goals, environment, and support
expectations
The basic building of SCCT
A framework in the article to understand the interaction between job demands, job control, and personal factors in the context of remote work and its impact on psychological wellbeing and career development.
When remote workers have high job demands and low job control, their psychological well-being may be negatively affected.
Motivation to learn
Remote workers experiencing high job demands and low job control may be prone to stress and negative psychological outcomes, aligning with the DC model
Risk for psychological and physical stress
HRD professionals can support remote workers by creating opportunities for increased job control and autonomy through interventions like providing resources, training, and guidance.
Based on the content of the article, it provides a comprehensive overview of the challenges faced by remote eworkers and the factors that supporttheirpsychologicalwellbeing. The article also suggests ways in which HRD professionals can support remotee-workers'psychological well-being and career development in the COVID-19 pandemicera.
Thearticlereferencesseveral theories and models, including the Social Cognitive Career Theory (SCCT) and the DemandControl-Person model, to explain the link between remote e-workers' psychological well-being and their career development.
PARK, S., JEONG, S., & CHAI, D. S. (2021). REMOTE EWORKERS’ PSYCHOLOGICAL WELL-BEING AND CAREER DEVELOPMENT IN THE ERA OF COVID-19: CHALLENGES, SUCCESS FACTORS, AND THE ROLES OF HRD PROFESSIONALS. ADVANCES IN DEVELOPING HUMAN RESOURCES, 23(3), 222–236.
HTTPS://DOI.ORG/10.1177/15234223211017849
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