This paper aims to describe the effects of Technostress on employees’ well-being and productivity. We adopted the Job Demands Resources Model as a theoretical framework to analyze the “Technostress” phenomenon in order to clarify whether and how technology can be considered a job demand, a job resource, or part of the effects of personal resources in the workplace. The sources search and selection process was conducted according to the PRISMA guidelines and regarded papers published from 2010 to 2022. Overall, the findings show that most selected papers consider ICT a job demand negatively affecting human behavior, thoughts, and attitudes. In contrast, some report that ICT acts as a job resource, thus reducing the impact of job demands and their physiological and psychological costs. Finally, a third category of studies does not consider the effects of ICT itself but gives more space to the interaction among ICT, the organizational context in which it is used, and the personal characteristics of ICT users. More specifically, the findings show how individual features and organizational procedures can shape the interpretations employees make about their ICT-related experiences at work and, consequently, their performance or well-being. Findings suggest that when ICT tools are strategically planned and used within organizations, they can enrich the employee experience at work, positively affecting the individual and the organizational level.

Remote working refers to a working model in which employees can pursue work tasks outside the organization due to the use of technology. Several research papers showed that different assumptions are linked to remote work because of the flexibility and autonomy granted to employees when working remotely or from home. This review consistently aims to describe remote work’s role in employees’ well-being and performance. Using the Preferred Reporting Items for Systematic reviews and Meta-analyses (PRISMA) guidelines, 20 peer-reviewed papers published from 2010 until 2021 were selected for this review. Findings showed various and mixed consequences on employees’ performance and well-being. Specifically, remote working affects employees’ perceptions about themselves and their workplaces and contributes to their physical and mental health, particularly regarding work-life balance. Managerial implications for remote working implementation will be discussed in the paper.

The COVID-19 pandemic forced organizations across all sectors and sizes to undertake crucial changes in order to remain productive during the emergency. Among these, the shift towards remote working arrangements is still present in our workplaces, impacting employees’ well-being and productivity. This systematic review aims to describe the pandemic’s consequences on work organization by analyzing whether and how the shift towards remote or home-working impacted employees’ productivity, performance, and well-being. Furthermore, it describes the role of individual and organizational factors in determining employees’ adjustment to remote work. Sixty-seven peer-reviewed papers published from 2020 to 2022, written in English, were selected through the preferred reporting items for systematic reviews and meta-analyses (PRISMA) guidelines. Findings describe how remote working arrangements, the workplace and organizational factors, and the employees’ individual traits and skills impacted employees’ productivity and well-being. Furthermore, they provide a description of the organizational enforcement actions reported in the literature. Managerial and practical implications, such as enforcement actions, team management strategies, and initiatives to promote employees’ physical and mental health, will be discussed in the paper.

Due to the increasing use of remote work, understanding the dynamics of employee support and its implications for job satisfaction and work–life balance is crucial. Utilizing the Conservation of Resources (COR) theory as a theoretical framework, this research investigated how feeling supported by leaders and colleagues at work fosters work–life balance and job satisfaction among remote employees. The study involved 635 remote workers (females = 61%, mean age, 46.7, SD = 11) from various service-based industries and public administration in Italy. Results from the structural equation model showed a total mediating effect of job satisfaction in the link between colleague support and work–life balance (χ²₍₂₂₎ = 68.923, p = 0.00, CFI = 0.973, TLI = 0.955, RMSEA = 0.059 (90% CI = 0.044–0.075, p = 0.158), SRMR = 0.030), emphasizing the role of interpersonal relationships within the workplace in enhancing remote workers’ job satisfaction and, consequently, their work–life balance. Contrary to expectations, the study found no significant direct or indirect link between leader support and work–life balance. This research highlights the significance of fostering strong social connections and ensuring employee satisfaction to promote well-being and work–life balance in remote work arrangements.

Changes in work assets due to the COVID-19 pandemic posed several challenges to employees’ well-being, especially in the light of the changes in the work organization, such as remote working and the massive use of IT. According to the literature on the role of technologies at work, the organization’s ability to support remote working is a valuable protective factor. At the same time, social distancing due to the pandemic forced employees to use a new relational asset. This, in turn, can shed new light on how the sense of connection and belonging to an organization impacts remote working experiences. This paper will test the mediational effect of structural support and sense of community at work in the link between job demands and job satisfaction in a sample of remote workers. The study involved 635 participants aged 21 to 70 (mean = 46.7, SD = 11; females = 61%). Among them, 33% had remote working experiences before the first Italian lockdown (March 2020). The research protocol included scales from the COPSOQ-III (job demands, sense of community, job satisfaction) and a questionnaire to evaluate the structural support related to the remote working asset. Results from a structural equation model showed a partial mediating effect of sense of community, but not of structural support, in the link between job demands and job satisfaction (χ²₍₂₂₎ = 76.918, p = 0.00, CFI = 0.966, TLI = 0.944, RMSEA = 0.063 (90% CI = 0.048–0.078, p = 0.079), SRMR = 0.044). The role of such associations for future technology-based work assets is detailed in the discussion.

Social sustainability in organizations refers to fostering well-being, inclusion, and the development of supportive relationships that enhance individual well-being and collective resilience. This study explores the relationship between compassionate leadership and work engagement, focusing on the mediating role of employee well-being. Compassionate leaders actively engage with their followers’ needs, offering emotional support and practical help and aligning with social sustainability principles by promoting positive workplace outcomes and fostering a supportive environment. Despite compassionate leadership having generated growing interest, very few studies have adopted a quantitative approach to examining its specific effects on employee outcomes, creating a significant gap in the literature specifically concerning how compassionate leadership affects employee engagement or additional variables, such as employee well-being. Framed in the Job Demands-Resources (JD-R) Model, our study addresses this gap by examining whether compassionate leadership can serve as a job resource by increasing work engagement through employee well-being as a personal resource. The study was carried out on a sample of 225 Spanish workers, and the data were examined through a structural equation model (SEM) to test the proposed model. The results showed a good model fit to the data, showing that well-being acts as a key mediator in the relationship between compassionate leadership and job engagement. Although we did not find a direct association between compassionate leadership and engagement, we found that compassionate behaviors significantly improve employee well-being, which in turn promotes higher engagement. These results extend the JD-R model by demonstrating that leaders’ compassionate leadership can serve as a job resource, contributing to a supportive and socially sustainable workplace.