Sustaining employee well-being in remote work: a sustainable human resource management perspective

Purpose This study explores the influence of perceived losses and gains associated with remote working on employee well-being and examines the implications for sustainable human resource management (HRM) and organisational practice. Design/methodology/approach Using semi-structured interviews with 27 UK-based counsellors, we explore the lived experiences of employees who transitioned from face-to-face to remote work and uncover the losses and gains experienced in this transition that shape employee well-being. Findings Remote work affects multiple dimensions of workplace well-being through perceived or actual resource gains and losses. Findings suggest that participants' own investment in new resources as well as HRM practices aimed at building and maintaining additional resources lead to positive outcomes from a well-being perspective and a more effective and sustainable workforce. Practical implications Findings suggest that participants' own investment in new resources as well as HRM practices aimed at building and maintaining additional resources lead to positive outcomes from a well-being perspective and a more effective and sustainable workforce. Originality/value We contribute to the fragmented literature on employee well-being in remote work by adopting a multidimensional approach that provides a more holistic understanding of its effects. Further, we investigate the impact of remote work on professions that require a high degree of emotionally complex tasks, which are increasingly transitioning to online work. Finally, drawing on conservation of resources theory, we identify specific practices which enable both employees and organisations to support employee well-being.