Teleworking and Worker’s Well-Being after COVID-19 Crisis

Dear Colleagues,

We live in turbulent times, facing high levels of uncertainty; permanent and unpredictable changes in the environment; political instability; and a global health crisis, among many other factors affecting the business environment and organizations. The recent pandemic, which changed the way that people live and work, provided additional complexity [1]. The pandemic has resulted in permanent changes to our way of life, and in some cases, trying to maintain the previous status quo can be risky, or at least inconvenient in the current business environment. During the pandemic, digital transformation was crucial, changing the way companies operate, work, and conduct their business [2]. As a result, there has been a worldwide increase in teleworkers. It is crucial to determine how teleworking may affect an employee’s well-being from different perspectives [3].

Previous research has uncovered a variety of factors that have the potential to impact employees' subjective well-being. However, the predictors of subjective well-being (at the individual, organizational, and group levels) are still the subject of research [4] and should be investigated further in relation to teleworking. Furthermore, teleworking may influence employees' well-being. There is not enough known about the individual, contextual and organizational factors involved; prior research mainly focused on organizational outcomes (e.g., performance) rather than employees' well-being [3].

The pandemic also exposed our urgent need to promote sustainable organizations [5], in which the well-being of employees is an important issue that must be addressed. This Special Issue aims to explore this topic as it pertains to teleworkers. Rigorous multidisciplinary research will guide organizational practices and develop public policy that promotes teleworkers’ wellbeing. We are seeking high-quality academic papers for this Special Issue titled “Teleworking and Worker's Well-Being after COVID-19 Crisis” including (but not limited to) the following areas:

• E-leadership theories, practices, and models;
• Individual differences related to the well-being of employees;
• Organizational structures and sustainable management practices in promoting well-being;
• Work design and ergonomics resources;
• Occupational health;
• Employee happiness and well-being;
• Methodological approaches;
• The role of leadership in promoting well-being;
• Conceptual frameworks;
• Organizational factors;
• Work/family/work issues;
• Interpersonal relationships.

References

1. Rigotti, T.; Yang, L.; Jiang, Z.; Newman, A.; De Cuyper, N.; Sekiguchi, T. Work‐related psychosocial risk factors and coping resources during the COVID‐19 crisis. Psychol. 2021, 70, 3–15. https://doi.org/10.1111/apps.12307.
2. Hanelt, A.; Bohnsack, R.; Marz, D.; Marante, C.A. A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change. Manag. Stud. 2020, 58, 1159–1197. https://doi.org/10.1111/joms.12639.
3. Beckel, J.L.O.; Fisher, G.G. Telework and Worker Health and Well-Being: A Review and Recommendations for Research and Practice. J. Environ. Res. Public Health 2022, 19, 3879. https://doi.org/10.3390/ijerph19073879.
4. Abid, G.; Ahmed, S.; Elahi, N.S.; Ilyas, S. Antecedents and mechanism of employee well-being for social sustainability: A sequential mediation. Prod. Consum. 2020, 24, 79–89. https://doi.org/10.1016/j.spc.2020.06.011.
5. Kim, Y.J.; Kim, W.G.; Choi, H.-M.; Phetvaroon, K. The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance. Int. J. Hosp. Manag. 2019, 76, 83–93. https://doi.org/10.1016/j.ijhm.2018.04.007.

Prof. Dr. Francoise Venezia Contreras Torres
Dr. Ghulam Abid
Guest Editors

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• teleworkers well-being
• e-leadership practices
• quality of life
• teleworking
• happiness at work